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

Performance metrics are quantitative measures used to assess how well employees are fulfilling their job duties. They provide specific details on various aspects of job performance, such as productivity, quality, efficiency, and adherence to deadlines. By tracking these metrics, managers can identify areas where employees excel and where they may need additional support or training. Performance metrics help in setting clear expectations, providing feedback, and aligning employee performance with organizational goals. They are essential for implementing organizational action plans as they ensure that employees' behaviors and outcomes are aligned with the desired objectives.

References

Kaplan, R. S., & Norton, D. P. (1996). "The Balanced Scorecard: Translating Strategy into Action." Harvard Business Review Press.

Armstrong, M. (2021). "Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance." Kogan Page.

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

Confidentiality Breach:The manager discussing the disciplinary actions taken against another employee violates the principle of confidentiality. Disciplinary actions are private matters and should only be shared with those directly involved or authorized personnel.

Professional Ethics:According to professional ethics, particularly in HR and management, sensitive information about employees should not be disclosed to others who do not have a legitimate need to know.

Trust and Morale:Such disclosures can erode trust within the team and negatively impact morale, as employees might feel their privacy is not respected.

Legal Implications:There could be potential legal implications if the disclosed information is used improperly or causes harm to the reputation of the disciplined employee.

The primary purpose of progressive discipline is to address performance issues by making employees aware of problems in a structured manner, starting with the least severe actions. The goal is to provide employees with opportunities to correct their behavior before more severe measures are taken. This approach helps to maintain a fair and supportive work environment while ensuring that employees understand the consequences of continued poor performance. Progressive discipline typically involves a series of steps, such as verbal warnings, written warnings, and, if necessary, termination.

References

Managing Human Capital Textbook

"Progressive Discipline Handbook" by Paul Falcone

SHRM (Society for Human Resource Management) guidelines on progressive discipline

Definition of Staffing:Staffing encompasses a series of activities aimed at ensuring the organization has the right people in the right jobs at the right time.

Components:

Planning:Assessing current and future staffing needs based on organizational goals.

Acquiring:Recruiting and selecting candidates who fit the organizational culture and job requirements.

Deploying:Placing employees in roles where they can be most effective.

Retaining:Implementing strategies to keep talented employees engaged and committed to the organization.

Importance:Effective staffing ensures that the organization has the human capital necessary to achieve its objectives and maintain a competitive edge.

Employee engagement reflects the degree to which employees are emotionally and psychologically committed to their work and organization. According toHuman Resource Management, 16th Editionby Gary Dessler, a key indicator of strong employee engagement is whenemployees feel recognized and valued for their contributions.

Dessler emphasizes that engaged employees go beyond simply meeting job requirements. They demonstrate enthusiasm, discretionary effort, and a sense of purpose because they believe their work matters. Recognition—whether through praise, feedback, or rewards—reinforces this connection and strengthens employees’ commitment to organizational goals.

Requirements such as performance evaluations or baseline job performance do not necessarily indicate engagement; they reflect compliance rather than emotional involvement. Similarly, employees who remain solely because of salary may be retained but not engaged. True engagement involves motivation, recognition, and alignment with organizational values.

Thus, an organization where employees feel appreciated for their contributions demonstrates strong employee engagement.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Performance

A bully-free work environment requires clear organizational commitment, consistent standards, and firm enforcement. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most effective ways to prevent workplace bullying is toestablish and enforce zero-tolerance antibullying policies. These policies clearly define unacceptable behaviors, outline reporting procedures, and specify consequences for violations.

Dessler emphasizes that antibullying efforts must be organization-wide rather than left to individual managers’ discretion. Allowing managers to create their own standards can lead to inconsistency, unfair treatment, and legal risk. Similarly, addressing bullying only after it occurs or doing so privately without formal policy enforcement fails to address the broader organizational culture.

A zero-tolerance policy signals that bullying behaviors—such as intimidation, harassment, or persistent mistreatment—are unacceptable regardless of position or performance level. When consistently enforced, such policies help build trust, protect employee well-being, and reduce legal exposure. While stress management training can be beneficial, it does not directly address bullying behavior. Therefore, the correct answer isestablishing and enforcing zero-tolerance antibullying policies.

Source:

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

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

A primary focus of global leadership training is cross-cultural collaboration. In a globalized business environment, leaders must be adept at working with diverse teams across different cultures. Training programs in this area aim to develop skills such as cultural awareness, communication, and adaptability. These skills enable leaders to effectively manage and collaborate with employees from various cultural backgrounds, fostering an inclusive and cohesive work environment that can enhance global business operations and performance.