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

Mandatory benefits are benefits that employers are legally required to provide to employees. According toHuman Resource Management, 16th Editionby Gary Dessler, these benefits are established by federal and state laws to protect employees’ economic security and well-being.

Examples of mandatory benefits include Social Security, unemployment insurance, workers’ compensation, and in some cases family and medical leave. Employers do not have discretion over whether to offer these benefits, as failure to comply can result in legal penalties.

Dessler distinguishes mandatory benefits from voluntary or customary benefits, which employers may offer to remain competitive or attract talent. Therefore, mandatory benefits are best defined as thoserequired by law.

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Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Benefits and Legal Compliance

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

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

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

Person-organization fit refers to the compatibility between an employee and the organization in terms of values, beliefs, and culture. An employee who demonstrates a strong person-organization fit shows deep commitment to the organization, aligning their personal values with the company’s mission and culture. This commitment often leads to higher job satisfaction, better performance, and lower turnover rates.

"Organizational Behavior" by Stephen P. Robbins and Timothy A. Judge

Articles on person-organization fit from the Society for Human Resource Management (SHRM)