Strategic Recruitment and Competitive Advantage of Safaricom Public Limited Company in Kenya

Abstract

This study examined how strategic recruitment influences competitive advantage at Safaricom PLC, Kenya. Anchored in the Resource-Based View, Human Capital Theory, and Dynamic Capabilities Theory, the study adopted a descriptive and explanatory research design within a cross-sectional case study approach using a quantitative methodology. From a target population of 6,462 employees, a sample of 377 respondents was determined using the Yamane (1967) formula. Stratified random sampling ensured proportional representation across functional departments, followed by simple random sampling within each stratum. Structured questionnaires were administered, yielding 257 completed responses and a response rate of 68.2 per cent. The data were examined using descriptive statistics, Pearson’s correlation coefficient and regression analysis. The results showed that strategic recruitment was positively and significantly related to competitive advantage (? = 0.443, p < 0.001). The study concludes that strategic recruitment is a critical organisational capability for enhancing competitive advantage through the attraction and selection of employees whose skills, competencies and values align with organisational requirements. It recommends that Safaricom PLC strengthen its recruitment practices by systematically identifying, attracting and selecting highly skilled employees aligned with its strategic objectives. The study advances the literature on strategic human resource management by presenting empirical findings on the link between strategic recruitment and competitive advantage. It also provides practical guidance for organisational leaders on utilising human capital to enhance competitive positioning within Kenya’s telecommunications industry.