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WGU C202 Managing Human Capital All -questions and answers
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WGU C202 Managing Human Capital All -questions and answers
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WGU C202 Managing Human Capital All -questions and answers
Direct \financial \compensation \- \ANSWERS✔✔ \compensation \received \in \the \form \of \salary, \wages,
\commissions, \stock \options \or \bonuses
indirect \financial \compensation \- \ANSWERS✔✔ \all \the \tangible \and \financially \valued \rewards \that \are
\not \included \in \direct \compensation \including \free \meals, \vacation \time \and \health \insurance
nonfinancial \compensation \- \ANSWERS✔✔ \rewards \and \incentives \given \to \employees \that \aren't
\financial \in \nature
base \pay \- \ANSWERS✔✔ \reflects \the \size \and \scope \of \an \employee's \responsibilities
severance \pay \- \ANSWERS✔✔ \give \to \employees \upon \termination \of \their \employment
fixed \pay \- \ANSWERS✔✔ \pays \employees \a \set \amount \regardless \of \performance
variable \pay \- \ANSWERS✔✔ \bases \some \or \all \of \an \employee's \compensation \on \employee, \team, \or
\organizational
pay \structure \- \ANSWERS✔✔ \the \array \of \pay \rates \for \different \work \or \skills \within \a \single
\organization
pay \mix \- \ANSWERS✔✔ \the \relative \emphasis \give \to \different \compensation \components
pay \leader \- \ANSWERS✔✔ \organization \with \a \compensation \policy \of \giving \employees \greater
\rewards \than \competitors
,pay \follower \- \ANSWERS✔✔ \an \organization \that \pays \its \front-line \employees \as \little \as \possible
resource \dependence \theory \- \ANSWERS✔✔ \proposition \that \organizational \decisions \are \influenced
\by \both \internal \and \external \agents \who \control \critical \resources
wage \differentials \- \ANSWERS✔✔ \differences \in \wage \between \various \workers, \groups \of \workers, \or
\workers \within \a \career \field
labor \market \- \ANSWERS✔✔ \all \of \the \potential \employees \located \within \a \geographic \area \from
\which \the \organization \might \be \able \to \hire
cost \of \living \allowances \- \ANSWERS✔✔ \clauses \in \union \contacts \that \automatically \increase \wages
\base \on \the \U.S. \Bureau \of \Labor \Statistics' \cost \of \living \index
market \pricing \- \ANSWERS✔✔ \uses \external \sources \of \information \about \how \others \are
\compensating \a \certain \position \to \assign \value \to \a \company's \similar \job
Compensation \surveys \- \ANSWERS✔✔ \surveys \of \other \organizations \conducted \to \learn \what \they \are
\paying \for \specific \jobs \or \job \classes
benchmark \jobs \- \ANSWERS✔✔ \jobs \that \tend \to \exist \across \departments \and \across \diverse
\organizations \allowing \them \to \be \used \as \a \basis \for \compensation \comparisons
job \evaluation \- \ANSWERS✔✔ \a \systematic \process \that \uses \expert \judgement \to \assess \differences \in
\value \between \jobs
ranking \methos \- \ANSWERS✔✔ \subjectively \compares \jobs \to \each \other \based \on \their \overall \worth
\to \the \organization
job \classification \method \- \ANSWERS✔✔ \subjectively \classifies \jobs \into \an \exiting \hierarchy \of \grades
\and \categories
,point \factor \method \- \ANSWERS✔✔ \uses \a \set \of \compensable \factors \to \determine \a \job's \value. \skill,
\resp, \effort, \working \cond.
compensable \factor \- \ANSWERS✔✔ \any \characteristic \used \to \provide \a \basis \for \judging \a \job's \value
skills, \responsibilities, \effort, \working \conditions \- \ANSWERS✔✔ \Four \categories \of \compensable \factors
Hay \Group \Guide \Chart \- \Profile \Method \- \ANSWERS✔✔ \a \point-factor \system \is \used \to \produce \both
\a \profile \and \a \point \score \for \each \position.
know \how
problem \solving
accountability
working \conditions
Know-how, \problem \solving, \accountability, \working \conditions \- \ANSWERS✔✔ \Hay \Group \Method
\based \on \four \main \factors
Position \Analysis \Questionnaire \- \ANSWERS✔✔ \a \structured \job \evaluation \questionnaire \that \is
\statistically \analyzed \to \calculate \pay \rates \based \on \how \the \labor \market \is \valuing \worker
\characteristics. \a \copyrighted, \standardized, \structured \job \analysis \questionnaire. \6 \sections \covering
\187 \job \elements.
job \pricing \- \ANSWERS✔✔ \the \generation \of \salary \structures \and \pay \levels \for \each \job \based \on \the
\job \evaluation \data
single \rate \system, \pay \grades \and \broadbanding \- \ANSWERS✔✔ \Three \most \common \job \pricing
\systems
pay \grade \(pay \scale) \- \ANSWERS✔✔ \the \range \of \possible \pay \for \a \group \of \jobs
broadbanding \- \ANSWERS✔✔ \using \very \wide \pay \grades \to \increase \pay \flexibility
, internal \equity \- \ANSWERS✔✔ \when \employees \perceive \their \pay \to \be \fair \relative \to \the \pay \of
\other \jobs \in \the \organization
employee \equity \- \ANSWERS✔✔ \the \perceived \fairness \of \the \relative \pay \between \employees
\performing \similar \jobs \for \the \same \organization
external \equity \- \ANSWERS✔✔ \when \an \organization's \employees \believe \that \their \pay \is \fair \when
\compared \to \what \other \employers \pay \their \employees \who \perform \similar \jobs
comparable \worth \- \ANSWERS✔✔ \if \two \jobs \have \equal \difficulty \requirements, \the \pay \should \be \the
\same, \regardless \of \who \fills \them
wage \rate \compression \- \ANSWERS✔✔ \starting \salaries \for \new \hires \exceed \the \salaries \paid \to
\experienced \employees
golden \parachute \- \ANSWERS✔✔ \lucrative \benefits \given \to \executives \in \the \event \the \company \is
\taken \over
Cost-of-living \adjustments \- \ANSWERS✔✔ \pay \increases \to \account \for \a \higher \cost \of \living \in \one
\country \versus \another
Housing \allowance \- \ANSWERS✔✔ \payments \to \subsidize \or \cover \housing \and \related \costs
hardship \premiums \- \ANSWERS✔✔ \increased \salary \for \living \in \an \area \with \a \lower \quality \of \life,
\less \safety, \etc.
tax \equalization \payments \- \ANSWERS✔✔ \increased \salary \to \make \up \for \higher \taxes \that \reduce
\take-home \pay \and \decrease \employee's \purchasing \power
inflation \adjustments \- \ANSWERS✔✔ \larger \and/or \more \frequent \raises \to \maintain \employee's
\purchasing \power \in \the \face \of \inflation
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