WGU C202 Managing Human
Capital EXAM ACTUAL EXAM
COMPLETE QUESTIONS WITH
DETAILED VERIFIED ANSWERS
(100% CORRECT ANSWERS)
/ALREADY GRADED A+
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 -
ANSWER//the generation of salary structures and pay
levels for each job based on the job evaluation data single
rate system, pay grades and broadbanding -
ANSWER//Three most common job pricing systems pay
grade (pay scale) - ANSWER//the range of possible pay
for a group of jobs broadbanding - ANSWER//using very
wide pay grades to increase pay flexibility internal equity -
ANSWER//when employees perceive their pay to be fair
relative to the pay of other jobs in the organization
employee equity - ANSWER//the perceived fairness of the
relative pay between employees performing similar jobs
for the same organization external equity -
ANSWER//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 - ANSWER//if two jobs have equal difficulty
requirements, the pay should be the same, regardless of
who fills them wage rate compression - ANSWER//starting
salaries for new hires exceed the salaries paid to
experienced employees golden parachute -
ANSWER//lucrative benefits given to executives in the
event the company is taken over Cost-of-living
,adjustments - ANSWER//pay increases to account for a
higher cost of living in one country versus another
Housing allowance - ANSWER//payments to subsidize or
cover housing and related costs hardship premiums -
ANSWER//increased salary for living in an area with a
lower quality of life, less safety, etc. tax equalization
payments - ANSWER//increased salary to make up for
higher taxes that reduce take-home pay and decrease
employee's purchasing power inflation adjustments -
ANSWER//larger and/or more frequent raises to maintain
employee's purchasing power in the face of inflation Fair
Labor Standards Act of 1938 - ANSWER//a federal law
that sets standards for minimum wages, overtime pay, and
equal pay for men and women performing the same jobs
exempt employees - ANSWER//employees who meet one
of the FLSA exemption tests, are paid on a fixed salary
basis and are not entitled to overtime pay non-exempt
employees - ANSWER//employees who do not meet any
of one of the FLSA exemption tests and are paid on an
hourly basis and covered by wage and hour laws
regarding minimum wage, overtime pay and hours worked
workers' compensation - ANSWER//a type of insurance
that replaces wages and medical benefits for employees
injured on the job in exchange for relinquishing the
employee's right to sue the employer for negligence fixed
rewards - ANSWER//predetermined compensation (salary
and benefits) variable rewards (incentives) - ANSWER//"at
risk" rewards which are linked to factors determined as
valuable, including performance, skills, competence and
contribution - Recognize and reward high performers -
Increase the likelihood of achieving corporate goals -
Improve productivity - Move away from an entitlement
culture - ANSWER//Top four reasons organizations give
for tying pay to performance ar - Preference of individual
employees - Size of the rewards for high performance -
Method of motivating individual job performance -
Objectivity of the evaluation process that determines the
,rewards - ANSWER//Before designing an incentive pay
plan to motivate performance, it is important to consider
the - Company performance - Reduced merit increases -
Reductions in head count - Reduced benefits - Pay
freezes - ANSWER//Most common way employers fund
variable pay programs reward differnentiation -
ANSWER//differentiating rewards based on performance
rather than giving all employees the same reward short-
term incentives - ANSWER//one-time variable rewards
used to motivate short-term employee behavior and
performance (typically one year or less). ie bonus or profit
sharing. to motivate attendance, cust serv, safety,
production quality and quantity profit sharing -
ANSWER//the distribution of organizational profits to all
employees stock options - ANSWER//the right of an
employee to buy shares of the company's stock at a
certain price (the exercise price) during some future period
of time long-term incentives - ANSWER//incentives that
motivate behaviors and performance that support
company value and long-term organizational health. ie
stock options vesting - ANSWER//the point at which
employees can sell or transfer the stock option pay for
performance programs - ANSWER//rewards employees
based on some specific measure of their performance
variable pay plans - ANSWER//pay for performance plans
that put a small amount of base pay at risk, in exchange
for the opportunity to earn additional pay if performance
meets or exceeds a standard spot awards -
ANSWER//awards given immediately when a desired
behavior is seen extrinsic motivation -
ANSWER//motivation that comes from outside the
individual, including performance bonuses intrinsic
motivation - ANSWER//derived from an interest in or
enjoyment from doing a task skill-based pay -
ANSWER//rewards for employees based on the range and
depth of their knowledge and skills. effort and coop
w/supervisor limited ability, partial proficiency, full
, competence limited ability - ANSWER//ability to perform
simple tasks without direction partial proficiency -
ANSWER//ability to apply more advanced principles on
the job full competence - ANSWER//ability to analyze
problems associated with the job competency-based pay -
ANSWER//skill-based pay for professional jobs multi-
crafting - ANSWER//employees gain proficiency in two or
more trades recognition awards - ANSWER//rewards for
specific achievements like tenure with the organization,
helping a coworker or attendence compressed workweek -
ANSWER//40 hour work week in less than five days job
sharing - ANSWER//two or more people split a single job
flextime - ANSWER//scheduling option that lets employees
decide when to work within parameters telecommuting -
ANSWER//allows employees to work from home and link
to the company's offices via computer. gainsharing -
ANSWER//a program in which the firm shares the value of
productivity gains with employees scanlon plans -
ANSWER//gainsharing programs based on implementing
employee suggestions for lowering the cost per unit
produced improshare - ANSWER//a gainsharing plan
based on a mathematical formula that compares a
performance baseline with actual productivity during a
given period with the goal of reducing production time
employee stock ownership plans - ANSWER//tax-exempt,
employer-established employee trusts that hold company
stock for employees errors of commission - ANSWER//an
employee receives an undeserved reward errors of
omission - ANSWER//an employee who deserves a
reward doesn't receive one employee benefits -
ANSWER//nonwage compensation or rewards given to
employees (indirect compensation) Social Security,
Unemployment Insurance, Workers' Compensation,
Family Medical Leave Act, COBRA - ANSWER//5
Mandatory Benefits Social Security - ANSWER//provides
retirement income to qualified workers and their spouses
after working a certain number of hours unemployment
Capital EXAM ACTUAL EXAM
COMPLETE QUESTIONS WITH
DETAILED VERIFIED ANSWERS
(100% CORRECT ANSWERS)
/ALREADY GRADED A+
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 -
ANSWER//the generation of salary structures and pay
levels for each job based on the job evaluation data single
rate system, pay grades and broadbanding -
ANSWER//Three most common job pricing systems pay
grade (pay scale) - ANSWER//the range of possible pay
for a group of jobs broadbanding - ANSWER//using very
wide pay grades to increase pay flexibility internal equity -
ANSWER//when employees perceive their pay to be fair
relative to the pay of other jobs in the organization
employee equity - ANSWER//the perceived fairness of the
relative pay between employees performing similar jobs
for the same organization external equity -
ANSWER//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 - ANSWER//if two jobs have equal difficulty
requirements, the pay should be the same, regardless of
who fills them wage rate compression - ANSWER//starting
salaries for new hires exceed the salaries paid to
experienced employees golden parachute -
ANSWER//lucrative benefits given to executives in the
event the company is taken over Cost-of-living
,adjustments - ANSWER//pay increases to account for a
higher cost of living in one country versus another
Housing allowance - ANSWER//payments to subsidize or
cover housing and related costs hardship premiums -
ANSWER//increased salary for living in an area with a
lower quality of life, less safety, etc. tax equalization
payments - ANSWER//increased salary to make up for
higher taxes that reduce take-home pay and decrease
employee's purchasing power inflation adjustments -
ANSWER//larger and/or more frequent raises to maintain
employee's purchasing power in the face of inflation Fair
Labor Standards Act of 1938 - ANSWER//a federal law
that sets standards for minimum wages, overtime pay, and
equal pay for men and women performing the same jobs
exempt employees - ANSWER//employees who meet one
of the FLSA exemption tests, are paid on a fixed salary
basis and are not entitled to overtime pay non-exempt
employees - ANSWER//employees who do not meet any
of one of the FLSA exemption tests and are paid on an
hourly basis and covered by wage and hour laws
regarding minimum wage, overtime pay and hours worked
workers' compensation - ANSWER//a type of insurance
that replaces wages and medical benefits for employees
injured on the job in exchange for relinquishing the
employee's right to sue the employer for negligence fixed
rewards - ANSWER//predetermined compensation (salary
and benefits) variable rewards (incentives) - ANSWER//"at
risk" rewards which are linked to factors determined as
valuable, including performance, skills, competence and
contribution - Recognize and reward high performers -
Increase the likelihood of achieving corporate goals -
Improve productivity - Move away from an entitlement
culture - ANSWER//Top four reasons organizations give
for tying pay to performance ar - Preference of individual
employees - Size of the rewards for high performance -
Method of motivating individual job performance -
Objectivity of the evaluation process that determines the
,rewards - ANSWER//Before designing an incentive pay
plan to motivate performance, it is important to consider
the - Company performance - Reduced merit increases -
Reductions in head count - Reduced benefits - Pay
freezes - ANSWER//Most common way employers fund
variable pay programs reward differnentiation -
ANSWER//differentiating rewards based on performance
rather than giving all employees the same reward short-
term incentives - ANSWER//one-time variable rewards
used to motivate short-term employee behavior and
performance (typically one year or less). ie bonus or profit
sharing. to motivate attendance, cust serv, safety,
production quality and quantity profit sharing -
ANSWER//the distribution of organizational profits to all
employees stock options - ANSWER//the right of an
employee to buy shares of the company's stock at a
certain price (the exercise price) during some future period
of time long-term incentives - ANSWER//incentives that
motivate behaviors and performance that support
company value and long-term organizational health. ie
stock options vesting - ANSWER//the point at which
employees can sell or transfer the stock option pay for
performance programs - ANSWER//rewards employees
based on some specific measure of their performance
variable pay plans - ANSWER//pay for performance plans
that put a small amount of base pay at risk, in exchange
for the opportunity to earn additional pay if performance
meets or exceeds a standard spot awards -
ANSWER//awards given immediately when a desired
behavior is seen extrinsic motivation -
ANSWER//motivation that comes from outside the
individual, including performance bonuses intrinsic
motivation - ANSWER//derived from an interest in or
enjoyment from doing a task skill-based pay -
ANSWER//rewards for employees based on the range and
depth of their knowledge and skills. effort and coop
w/supervisor limited ability, partial proficiency, full
, competence limited ability - ANSWER//ability to perform
simple tasks without direction partial proficiency -
ANSWER//ability to apply more advanced principles on
the job full competence - ANSWER//ability to analyze
problems associated with the job competency-based pay -
ANSWER//skill-based pay for professional jobs multi-
crafting - ANSWER//employees gain proficiency in two or
more trades recognition awards - ANSWER//rewards for
specific achievements like tenure with the organization,
helping a coworker or attendence compressed workweek -
ANSWER//40 hour work week in less than five days job
sharing - ANSWER//two or more people split a single job
flextime - ANSWER//scheduling option that lets employees
decide when to work within parameters telecommuting -
ANSWER//allows employees to work from home and link
to the company's offices via computer. gainsharing -
ANSWER//a program in which the firm shares the value of
productivity gains with employees scanlon plans -
ANSWER//gainsharing programs based on implementing
employee suggestions for lowering the cost per unit
produced improshare - ANSWER//a gainsharing plan
based on a mathematical formula that compares a
performance baseline with actual productivity during a
given period with the goal of reducing production time
employee stock ownership plans - ANSWER//tax-exempt,
employer-established employee trusts that hold company
stock for employees errors of commission - ANSWER//an
employee receives an undeserved reward errors of
omission - ANSWER//an employee who deserves a
reward doesn't receive one employee benefits -
ANSWER//nonwage compensation or rewards given to
employees (indirect compensation) Social Security,
Unemployment Insurance, Workers' Compensation,
Family Medical Leave Act, COBRA - ANSWER//5
Mandatory Benefits Social Security - ANSWER//provides
retirement income to qualified workers and their spouses
after working a certain number of hours unemployment
