Free WGU Managing-Human-Capital Practice Exam with Questions & Answers

Enhancing employee engagement is a central goal of strategic human resource management. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most effective HRM strategies for improving engagement isproviding open and transparent communicationbetween management and employees.

Dessler explains that open communication builds trust, clarifies expectations, and helps employees understand how their roles contribute to organizational success. When employees feel informed and heard, they are more likely to be committed, motivated, and willing to contribute discretionary effort. Communication also supports psychological contracts by aligning employee expectations with organizational realities.

While improving benefits or recruitment investments can support engagement indirectly, they do not address the ongoing relationship between employees and management. Lowering education requirements does not contribute to engagement and may negatively affect performance. Therefore, fostering open communication is a direct and effective HRM strategy for enhancing engagement.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Strategic HRM and Employee Engagement

A customary benefit refers to benefits that are traditionally offered by employers, though not legally required. Retirement plans, such as 401(k) plans or pension plans, are common examples of customary benefits. These plans provide financial security for employees in their post-working years and are often used by employers to attract and retain talent by offering long-term financial planning options.

References

Managing Human Capital Textbook

"Employee Benefits" by Joseph J. Martocchio

SHRM (Society for Human Resource Management) guidelines on customary benefits

Disparate Treatment:This involves deliberate discrimination where an individual is treated differently based on a protected characteristic (e.g., race, gender, age).

Intentionality:The key aspect of disparate treatment is the intent to discriminate.

Adverse Impact:Also known as disparate impact, this occurs when a policy or practice that appears neutral results in a disproportionate negative effect on a protected group.

Unintentional Discrimination:Adverse impact does not require intent to discriminate, only that the outcome of a practice is discriminatory.

Legal Standards:Both concepts are critical in employment law and are evaluated under different standards of proof and remediation.

Avoidable voluntary turnover occurs when employees voluntarily leave the organization for preventable reasons, such as dissatisfaction with pay, management, or working conditions. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most significant costs associated with avoidable voluntary turnover islost talent.

Dessler explains that when experienced and high-performing employees leave, organizations lose valuable knowledge, skills, and institutional memory. This loss can negatively affect productivity, customer relationships, team morale, and overall performance. Additionally, replacing talented employees requires recruitment, selection, onboarding, and training costs, further increasing the financial impact.

Severance pay is typically associated with involuntary turnover, while reorganization and discipline costs relate to internal restructuring or performance management processes. These are not primary costs of voluntary turnover.

Therefore, the key cost linked to avoidable voluntary turnover is theloss of skilled and experienced talent.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention, Turnover, and Workforce Planning

Labor Participation Programs:These programs encourage employee involvement in organizational decision-making, promoting better labor relations and a more engaged workforce.

Employee Surveys:These are tools used to gather feedback from employees about their job satisfaction, work environment, and overall experience within the company. The data collected helps HR identify areas of improvement and address any concerns.

Purpose in HRM:Both tools are crucial for understanding employee perspectives, improving communication, and fostering a positive work environment, which are central to effective employee relations.

Benefits:Improved employee relations can lead to higher job satisfaction, reduced turnover, and enhanced organizational performance.

Effective performance management requires clear communication of job expectations, performance standards, and goals before evaluating employee performance. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most critical steps in performance management isjointly developing a performance planthat specifies what the employee is expected to accomplish and how performance will be measured. When this step is skipped, performance appraisals often appear unfair and unexpected to employees.

In this scenario, the employee received low ratings based on goals that were never discussed or clarified. This reflects a failure in the planning phase of performance management, not a rating error such as leniency or bias. Dessler emphasizes that employees must clearly understand expectations at the start of the appraisal period; otherwise, evaluations lose credibility and can damage trust, motivation, and engagement.

Performance planning aligns employee efforts with organizational objectives and provides a standard against which performance can be fairly assessed. When managers fail to develop and communicate a performance plan, employees cannot reasonably be held accountable for unmet goals. Therefore, the obstacle illustrated here isfailing to develop a performance plan with the employee.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Performance Management and Appraisal

Preventing workplace violence requires proactive identification and management of risk factors such as stress, substance abuse, emotional distress, and personal crises. According toHuman Resource Management, 16th Editionby Gary Dessler, one effective preventive measure is tooffer and publicize an employee assistance program (EAP).

Employee assistance programs provide confidential counseling and support services for employees dealing with personal or work-related problems, including stress, depression, financial issues, and family difficulties. Dessler explains that EAPs help reduce the likelihood that unresolved personal problems escalate into aggressive or violent behavior at work.

By making employees aware of available support resources, organizations demonstrate concern for employee well-being while also reducing safety risks. Fitness centers, performance awards, and professional development opportunities may improve morale or engagement, but they do not directly address the emotional and psychological factors linked to workplace violence.

Therefore, the most appropriate step a company can take to prevent workplace violence is tooffer and publicize an employee assistance program.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety, Health, and Workplace Violence Prevention

Stress in the workplace can be categorized as eitherfunctional (positive)ordysfunctional (negative). According toHuman Resource Management, 16th Editionby Gary Dessler,functional stress—also known as challenge stress—occurs when moderate levels of pressure motivate employees to perform at higher levels, learn new skills, and grow professionally.

In this question, Employee C is experiencing functional stress because being assigned a significant project for senior leadership presents a meaningful challenge. This type of stress can enhance focus, creativity, and job engagement, especially when employees perceive the challenge as an opportunity rather than a threat. Dessler explains that such stress can improve performance when it is manageable and supported by adequate resources.

The other options describe dysfunctional stressors. Fear of a harsh manager, confusion due to conflicting priorities, and routine tasks without challenge either create anxiety or fail to stimulate growth. Therefore, Employee C best represents functional stress.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Health, Safety, and Stress Management

Aculture of safetyexists when safety is deeply embedded into an organization’s values, beliefs, and everyday practices. According toHuman Resource Management, 16th Editionby Gary Dessler, organizations with a strong safety culture treat safety not as a short-term priority or a compliance requirement, but as acore organizational valuethat guides behavior at all levels.

In a true culture of safety, employees and managers alike understand that safety is non-negotiable and integral to how work is performed. Safety responsibilities are shared, openly discussed, and consistently reinforced through training, leadership behavior, and organizational policies. Dessler notes that safety cultures are strongest when top management visibly supports safety initiatives and integrates them into daily operations rather than treating them as secondary to productivity.

Options suggesting that safety is only important after productivity goals are met or merely a tool for profit generation contradict the definition of a safety culture. Similarly, while safety may influence performance evaluations, it is not the sole factor. The defining characteristic of a culture of safety is thatsafety is a core value understood and practiced throughout the organization, making option C the correct answer.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety and Health

Healthy Work Environment:Providing a healthy and safe work environment helps prevent workplace injuries and illnesses, promoting overall well-being.

Absenteeism Reduction:When employees are healthy, they are less likely to take time off due to illness or injury, leading to decreased absenteeism.

Productivity and Morale:A safe work environment enhances employee morale and productivity, as employees feel valued and protected.

Cost Savings:Reduced absenteeism also translates into cost savings for the employer, as fewer resources are spent on temporary replacements and overtime for covering absent employees.