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WGU C202 Managing Human Capital - based off the study guide
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WGU C202 Managing Human Capital - based off the study guide
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WGU C202 Managing Human Capital -based off the study guide
What \does \Policies \do? \- \ANSWERS✔✔ \They \are \"what \we \do"
What \are \mandatory \benefits? \- \ANSWERS✔✔ \By \law \they \are \offered \from \the \employer. \
ex. \Worker's \Compensation, \COBRA, \Social \Security
Vietnam \Era \Veterans \Readjustment \Assistance \Act \of \1978 \- \ANSWERS✔✔ \Prohibits \discrimination
\against \veterans \that \are \returning \back \from \deployment, \including \Vietnam \era, \disabled, \and \active
\duty.
What \are \Procedures? \- \ANSWERS✔✔ \They \are \"how \we \do \it"
Explain \why \employee \handbooks \protect \both \the \employer \and \employee? \- \ANSWERS✔✔
\Documents \all \the \Human \Resource \Management \(HRM) \policies \and \procedures. \
Employees \can \become \familiar \with \their \rights \and \what \the \policies \and \procedures \are.
What \are \some \uses \and \outcomes \to \Job \Analysis? \- \ANSWERS✔✔ \Job \Description, \Person
\Specification, \Selecting \Applicants, \and \Develop \performance \evaluation \tools.
What \is \Job \Analysis? \- \ANSWERS✔✔ \The \systematic \process \of \gathering \and \interpreting \information
\about \the \essential \duties, \tasks, \and \responsibilities \of \a \job.
It \also \gathers \information \about \the \context \within \which \the \job \in \performed.
Employee \performance \goals \and \results \should \be \tied \to \organizational \strategies, \values, \and
\objectives, \AND \based \on \what? \- \ANSWERS✔✔ \Job \Analysis
,What \are \4 \benefits \of \setting \goals \with \employees? \- \ANSWERS✔✔ \1. \Focus \attention \on \objectives
2. \Increase \efforts \to \achieve \objectives
3. \Persist \in \setbacks
4. \Develop \strategies \to \deal \with \challenges \and \to \reach \goals.
What \are \the \4 \progressive \discipline \steps? \- \ANSWERS✔✔ \1. \Counseling \- \makes \employee \aware
2. \Written \Warning \- \outlines \problem \and \gives \expectation
3. \Suspension \without \pay
4. \Termination
What \are \3 \common \performance \management \obstacles? \- \ANSWERS✔✔ \1. \Not \communicating
\performance \plan
2. \Lack \of \accountability \from \employee/employer
3. \Human \Bias \and \errors
What \is \Job \Design? \- \ANSWERS✔✔ \Used \to \fulfill \needs \for \employees \through \motivations \and \job
\efficiency.
What \does \SMART \stand \for? \- \ANSWERS✔✔ \Specific
Measurable
Attainable
Results \Focused
Time \Bound
What \are \the \5 \job \characteristics \from \the \Job \Characteristics \Model? \- \ANSWERS✔✔ \1. \Skill \Variety
2. \Task \Identity
3. \Task \significance
4. \Autonomy
5. \Task \Feedback
, Job \characteristic \model \is \defined \as... \- \ANSWERS✔✔ \The \job \characteristic \model \proposes \that
\objective \characteristic \of \the \job \leads \to \job \satisfactions \for \employees.
What \is \Succession \Management \and \Planning? \- \ANSWERS✔✔ \Process \of \identifying \and \developing
\new \leaders \who \can \replace \old \leaders \when \they \retire \or \move \to \another \position. \
Succession \Planning \is \to \develop \an \internal \candidate \to \fill \a \key \position.
What \is \Action \Planning? \- \ANSWERS✔✔ \Developing \actions \to \address \gaps \of \labor \and \supply
\demands. \They \should \match \with \the \organizational \philosophy, \values, \mission \through
\recruiting/retention, \compensation, \succession \management, \and \training/development \needs.
What \is \forecasting? \- \ANSWERS✔✔ \Forecasting \labor \demand \and \expected \supply \to \identify
\shortages \and \surplus.
Identify \short \and \long \term \goals.
What \is \Human \Resource \Planning? \- \ANSWERS✔✔ \Aligns \organizational \talent \to \effectively \and
\efficiently \accomplish \the \strategic \goal.
What \is \Strategic \Planning? \- \ANSWERS✔✔ \Company \strategy, \vision, \mission, \and \values. \
Influences \the \type, \quality/quantity \of \skills \and \the \employees \needed.
What \are \the \4 \Human \Resource \Planning \Processes? \- \ANSWERS✔✔ \1. \Strategic \Planning
2. \Human \Resource \Planning
3. \Forecasting
4. \Action \Planning
Which \5 \sources \can \performance \information \come \from? \- \ANSWERS✔✔ \1. \Self
2. \Supervisor
3. \Subordinates
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