FreeQAs
 Request Exam  Contact
  • Home
  • View All Exams
  • New QA's
  • Upload
PRACTICE EXAMS:
  • Oracle
  • Fortinet
  • Juniper
  • Microsoft
  • Cisco
  • Citrix
  • CompTIA
  • VMware
  • ISC
  • SAP
  • EMC
  • PMI
  • HP
  • Salesforce
  • Other
  • Oracle
    Oracle
  • Fortinet
    Fortinet
  • Juniper
    Juniper
  • Microsoft
    Microsoft
  • Cisco
    Cisco
  • Citrix
    Citrix
  • CompTIA
    CompTIA
  • VMware
    VMware
  • ISC
    ISC
  • SAP
    SAP
  • EMC
    EMC
  • PMI
    PMI
  • HP
    HP
  • Salesforce
    Salesforce
  1. Home
  2. WGU Certification
  3. Managing-Human-Capital Exam
  4. WGU.Managing-Human-Capital.v2026-09-25.q36 Dumps
  • «
  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • »
Download Now

Question 26

What is a job analysis?

Correct Answer: B
Job analysis is a systematic process that involves identifying and documenting the essential tasks, responsibilities, and behaviors required for a job. It also assesses the qualifications, skills, and knowledge needed to perform those tasks effectively. The outcome of a job analysis includes detailed job descriptions and specifications, which are used for various HR functions such as recruitment, selection, training, performance appraisal, and compensation.
"Job and Work Analysis: Methods, Research, and Applications for Human Resource Management" by Michael T. Brannick, Edward L. Levine, and Frederick P. Morgeson Society for Human Resource Management (SHRM) guidelines on job analysis
insert code

Question 27

What is an advantage of a pay-for-performance plan?

Correct Answer: A
Pay-for-performance plans link employee compensation directly to individual or organizational performance outcomes. According toHuman Resource Management, 16th Editionby Gary Dessler, a key advantage of pay- for-performance systems is that they serve as apositive reinforcement method, encouraging employees to perform at higher levels by rewarding desired behaviors and results.
Dessler explains that when employees clearly understand that superior performance leads to tangible rewards such as bonuses, incentives, or merit pay, they are more likely to align their efforts with organizational goals.
This reinforcement strengthens the connection between effort and reward, increasing motivation and accountability.
Pay-for-performance does not primarily focus on tenure or knowledge alone, nor does it rely on intrinsic motivation, which comes from internal satisfaction rather than external rewards. Instead, it leverages extrinsic rewards to motivate performance improvements. Therefore, the primary advantage highlighted in human capital management literature is its role as apositive reinforcement mechanism.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Incentive Pay and Employee Motivation
insert code

Question 28

What is the main reason for the failure of mergers and acquisitions?

Correct Answer: A
The main reason for the failure of mergers and acquisitions is often a culture mismatch between the merging organizations. When two companies with different corporate cultures come together, clashes can occur if their values, beliefs, and ways of doing business do not align. This can lead to misunderstandings, conflicts, and a lack of cohesion, ultimately hindering the integration process and reducing the chances of a successful merger or acquisition.
References:
* "Mergers and Acquisitions: Managing Culture and Human Resources" by Mark E. Mendenhall and Gary
R. Oddou
* McKinsey & Company articles on mergers and acquisitions
insert code

Question 29

An employee was surprised to receive low rankings from a manager on a performance evaluation. The employee was unaware that some of the goals that caused the low rankings were job expectations because the manager had never discussed the goals with the employee.
Which obstacle to effective performance management is illustrated in this example?

Correct Answer: C
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
insert code

Question 30

Which factor do unions prefer when negotiating with employers over criteria for job opportunities, such as promotions and job security?

Correct Answer: C
Unions traditionally emphasize fairness, objectivity, and equal treatment when negotiating employment conditions. According toHuman Resource Management, 16th Editionby Gary Dessler,seniorityis the factor unions most strongly prefer when determining criteria for promotions, layoffs, recalls, and job security.
Seniority systems are favored because they are objective, easy to verify, and limit managerial discretion, which unions often view as a potential source of favoritism or discrimination. By basing decisions on length of service, unions help ensure predictability and transparency in employment decisions, protecting long-term members from arbitrary treatment.
Dessler notes that while employers may prefer performance- or skill-based systems to reward high performers, unions typically resist these approaches unless they are clearly defined and consistently applied.
Education and experience may be considered in some agreements, but seniority remains the dominant standard in unionized settings. Age, while correlated with seniority, is not used directly due to legal and ethical concerns.
Therefore, the correct answer isseniority.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Labor Relations and Collective Bargaining
insert code
  • «
  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • »
[×]

Download PDF File

Enter your email address to download WGU.Managing-Human-Capital.v2026-09-25.q36 Dumps

Email:

FreeQAs

Our website provides the Largest and the most Latest vendors Certification Exam materials around the world.

Using dumps we provide to Pass the Exam, we has the Valid Dumps with passing guranteed just which you need.

  • DMCA
  • About
  • Contact Us
  • Privacy Policy
  • Terms & Conditions
©2026 FreeQAs

www.freeqas.com materials do not contain actual questions and answers from Cisco's certification exams.