Managing-Human-Capital Exam Dumps - WGU Managing Human Capital C202, UXC2

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

The Genetic Information Nondiscrimination Act (GINA) of 2008 prohibits employers from requesting, requiring, or purchasing genetic information about an applicant or an employee, which includes family medical history. The act aims to prevent discrimination based on genetic information in both health insurance and employment. The recruiter's request for information about the applicant’s medical conditions and those of their family members directly violates GINA.

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

Procedures are specific, step-by-step instructions that guide employees on how to perform tasks and activities within an organization. They ensure consistency, efficiency, and safety by providing detailed guidance on the correct way to complete work processes. Procedures help standardize operations, minimize errors, and ensure compliance with organizational policies and external regulations. They are crucial for training new employees, maintaining quality control, and facilitating continuous improvement.

Employee turnover can be classified as either avoidable or unavoidable. According toHuman Resource Management, 16th Editionby Gary Dessler,avoidable turnoveroccurs when employees leave for reasons that management can influence or control, such as dissatisfaction with pay, supervision, working conditions, or career opportunities.

Compensation issues are a common and preventable cause of voluntary turnover. Dessler notes that when employees perceive pay as unfair or uncompetitive, they are more likely to leave for better opportunities. Organizations can address this through market-based pay structures, merit increases, and transparent compensation policies.

In contrast, retirement and pursuing a new career are typically unavoidable, as they are driven by personal life stages or individual career choices beyond organizational control. Performance-related separations are usually involuntary and initiated by the employer rather than the employee.

Therefore, the cause of employee departure that an organization could have avoided iscompensation issues.

Source:

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

Wellness programs are organizational initiatives designed to promote employees’ physical and mental well-being through activities such as fitness programs, stress management, health screenings, and lifestyle education. According toHuman Resource Management, 16th Editionby Gary Dessler, a key benefit of wellness programs for both employers and employees isimproved employee morale.

From the employee perspective, wellness programs demonstrate that the organization values their health and quality of life, which increases job satisfaction, motivation, and organizational commitment. Employees who feel supported are more engaged and experience lower stress levels. From the employer perspective, improved morale often leads to reduced absenteeism, lower turnover, and higher productivity.

Dessler notes that while wellness programs may also contribute to long-term cost savings related to healthcare and insurance, they do not eliminate the need for health insurance nor are they designed to build technical skills or directly influence promotions. Their primary shared benefit lies in fostering a healthier, more positive, and more engaged workforce.

Thus, the correct answer isimproving employee morale.

Source:

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

Conflict management strategies describe how individuals or managers handle disagreements in the workplace. According toHuman Resource Management, 16th Editionby Gary Dessler,compromisingis a strategy in which each party gives up something to reach a mutually acceptable solution. The outcome does not fully satisfy either party but resolves the conflict quickly and fairly.

In this scenario, the manager instructs both employees to reach a solution that will make thempartially happy, which directly aligns with the definition of compromise. Dessler explains that compromise is particularly useful when time is limited and when maintaining working relationships is important. It allows progress without prolonged conflict, even though it may not produce the optimal solution.

Avoiding would involve ignoring the conflict, competing would result in one party winning at the expense of the other, and accommodating would require one employee to fully give in. None of these match the manager’s instruction. Therefore, the correct answer iscompromising.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Relations and Conflict Management

Reducing voluntary turnover requires organizations to understand why employees leave and what factors influence their decision to stay. According toHuman Resource Management, 16th Editionby Gary Dessler, an effectiveretention strategyis toconduct employee satisfaction surveys. These surveys help management identify issues related to pay, supervision, workload, career development, and work environment before dissatisfaction leads to resignation.

Dessler explains that voluntary turnover is often avoidable when organizations proactively listen to employees and address concerns early. Satisfaction surveys provide actionable data that enable HR managers to implement targeted interventions such as improving leadership practices, adjusting compensation, or enhancing work–life balance initiatives.

In contrast, sourcing internal or external candidates focuses on staffing and replacement rather than retention. Monitoring performance trends for merit pay relates to compensation management but does not directly uncover reasons employees may leave. Therefore, the most effective retention-focused strategy listed isconducting employee satisfaction surveys.

Source:

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

Customary benefits are benefits that employers commonly provide but arenot legally required. According toHuman Resource Management, 16th Editionby Gary Dessler, these benefits are offered to remain competitive in the labor market and to attract and retain employees.

Retirement plans, such as employer-sponsored pension plans or 401(k) contributions, are classic examples of customary benefits. While highly valued by employees, employers are not legally mandated to provide them. In contrast, workers’ compensation, Social Security, and unemployment insurance are mandatory benefits required by law.

Dessler explains that customary benefits allow organizations flexibility in designing compensation packages that align with their strategy and workforce needs. Thus, the correct example of a customary benefit is aretirement plan.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Benefits and Total Rewards