Abstract:
Purpose: This study examined the association between outsourced recruitment sources and
organizational performance at TotalEnergies in Nairobi, Kenya.
Methodology: A descriptive correlational, cross-sectional design was adopted. The target
population comprised 135 employees across top, middle and lower management levels. A sample
of 101 was drawn using purposive and proportionate stratified sampling. Data were collected
between January and March 2025 via a structured five-point Likert questionnaire administered
electronically. Cronbach’s alpha for the recruitment-sources scale was 0.793 and for the
organizational-performance scale was 0.81. Of 101 questionnaires distributed, 81 were returned
(80% response rate). Organizational performance was dichotomized at the median of the
composite score into high versus low performance. Descriptive statistics and binary logistic
regression were used.
Findings: Respondents reported moderately positive perceptions of outsourced recruitment
sources (aggregate mean = 3.74, SD = 0.62 on a 1–5 scale). Binary logistic regression showed
that a one-unit increase in the recruitment-sources score was associated with higher odds of high
organizational performance (B = 0.65, Exp (B) = 1.92, 95% CI [1.61, 2.30], p < 0.001). The
Hosmer–Lemeshow test indicated acceptable model fit (χ² = 9.806, df = 8, p = 0.278).
Unique Contribution to Theory, Policy and Practice: The study provides empirical evidence
on recruitment outsourcing in a multinational energy firm in Kenya, linking Resource-Based
View and Human Capital Theory to sourcing-channel quality. Practically, it highlights the value
of agency expertise and the need for stronger internal–external communication. Limitations
include a single-firm sample, cross-sectional design and reliance on self-reported perceptual
data.
