Pass the WGU Courses and Certificates Managing-Human-Capital Questions and answers with ExamsMirror

When employees are motivated by finding fulfillment in their work, they are experiencing intrinsic motivation. Intrinsic motivation comes from within the individual and is driven by personal satisfaction, the enjoyment of the task itself, and a sense of accomplishment. Unlike extrinsic motivation, which relies on external rewards such as money or recognition, intrinsic motivation is rooted in the inherent interest or pleasure in the activity.

References

Managing Human Capital Textbook

"Drive: The Surprising Truth About What Motivates Us" by Daniel H. Pink

SHRM (Society for Human Resource Management) guidelines on employee motivation

The Fair Labor Standards Act (FLSA) of 1938 establishes several key labor standards, including a national minimum wage, overtime pay eligibility, recordkeeping, and child labor regulations. The FLSA is administered by the Wage and Hour Division of the U.S. Department of Labor and ensures that workers receive fair compensation and that minors are protected in the workplace.

References:

Fair Labor Standards Act of 1938, U.S. Department of Labor (DOL) website

Human resource planning is a critical function of human resource management that involves forecasting an organization’s future human resource needs and planning for how to meet those needs. This includes designing jobs and workspaces for optimal efficiency, ensuring the right number of employees with the right skills are in place, and aligning human resources with the organization's strategic goals. This planning ensures the organization can meet its future demands and remain competitive.

References:

Human Resource Planning, Society for Human Resource Management (SHRM) website

Psychological contracts in the workplace refer to the unspoken, informal agreements and mutual expectations between employees and employers. These contracts encompass beliefs about the reciprocal obligations between both parties, such as job security, advancement opportunities, and support from the employer, while employees are expected to demonstrate loyalty, productivity, and commitment. Psychological contracts are critical because they influence employee behavior, satisfaction, and engagement. Violations of these unwritten expectations can lead to decreased trust, job dissatisfaction, and increased turnover.References:

Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Sage Publications.

Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.

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.

References:

Civil Rights Act of 1964, Title VII

Uniform Guidelines on Employee Selection Procedures (1978)

The development of training content and delivery methods is guided by clearly defined learning objectives. Learning objectives specify what employees are expected to learn and achieve by the end of the training program. They provide a clear direction for designing the training materials, selecting appropriate instructional methods, and evaluating the effectiveness of the training. By aligning training content with specific learning objectives, organizations ensure that the training is relevant, targeted, and effective in meeting both employee and organizational needs.References:

Noe, R. A. (2020). Employee Training and Development. McGraw-Hill Education.

Blanchard, P. N., & Thacker, J. W. (2013). Effective Training: Systems, Strategies, and Practices. Pearson.

The learning level of Kirkpatrick's training evaluation model measures the degree to which participants have acquired the intended knowledge, skills, and attitudes based on their participation in the training. A survey is an effective tool at this level as it can assess participants' perceptions of their learning and gather feedback on the training's content and delivery. Surveys can be designed to include specific questions related to the learning objectives and can provide quantitative data on the effectiveness of the training.

References

Managing Human Capital Textbook

"Evaluating Training Programs: The Four Levels" by Donald Kirkpatrick and James Kirkpatrick

SHRM (Society for Human Resource Management) guidelines on training evaluation

The Genetic Information Nondiscrimination Act (GINA) of 2008 also covers situations where genetic information is inadvertently obtained, such as through social media. It prohibits employers from using genetic information in making employment decisions, including hiring, firing, job assignments, and promotions. The hiring manager's decision not to hire the applicant based on a social media post about a family member's diagnosis with Parkinson's disease constitutes a violation of GINA.

References:

Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website

Flexible work schedules are considered a form of nonfinancial compensation because they do not directly increase an employee’s monetary earnings. Instead, they offer value through improved work-life balance, increased autonomy, and greater job satisfaction. Nonfinancial compensation can include various perks and benefits that enhance an employee’s quality of life, contributing to their overall well-being and job satisfaction without direct financial incentives.

References

Managing Human Capital Textbook

"Strategic Compensation: A Human Resource Management Approach" by Joseph J. Martocchio

SHRM (Society for Human Resource Management) guidelines on nonfinancial compensation

Federal Sentencing Guidelines for Organizations: These guidelines encourage organizations to implement effective ethics and compliance programs to prevent and detect violations of law.

Anonymous Reporting: A critical component of these programs is providing a mechanism for employees to report unethical conduct without fear of retaliation. Anonymity ensures that employees feel safe to report misconduct.

Encouraging Ethical Behavior: By enabling anonymous reporting, organizations foster an environment where ethical behavior is promoted, and issues can be addressed promptly.

Protection for Whistleblowers: This measure protects whistleblowers from potential backlash and ensures that the organization can identify and mitigate unethical practices effectively.

References:

Federal Sentencing Guidelines for Organizations, U.S. Sentencing Commission

Ethics and Compliance Programs: A Resource Guide by the U.S. Department of Justice and the SEC