Effect of talent acquisition strategies as a cognitive diversity management strategy on organizational performance in KTDA managed tea factories in Nyamira and Kisii counties, Kenya

Abstract

The performance of Kenya Tea Development Agency (KTDA)-managed tea factories has increasingly come under scrutiny due to operational inefficiencies, workforce heterogeneity, and evolving market dynamics. This study's main objective was to establish the effect of talent acquisition strategies on organizational performance of tea factories in Nyamira and Kisii counties, Kenya. The study was anchored on the Resource-Based View (RBV) theory. A descriptive research design was employed, targeting 858 employees (managers, supervisors, and operational staff) across KTDA factories in Nyamira and Kisii Counties. Using Taro Yamane’s 1967 formula, a sample size of 390 respondents was selected. Primary data was collected using structured questionnaires. Data analysis was conducted by help of SPSS, applying descriptive statistics (means and standard deviations). Correlation analysis was conducted using Pearson’s product-moment coefficient; results showed that there was a moderate, significant and positive relationship between talent acquisition strategies and organizational performance. The study used simple linear regression to test the direct effect. The findings indicated that talent acquisition strategies had a positive and statistically significant relationship with organizational performance in KTDA-managed tea factories. The study concluded that talent acquisition strategies had a significant positive effect on organizational performance in KTDA managed tea factories in Nyamira and Kisii counties, Kenya. The study recommended that KTDA tea factories should strengthen talent acquisition by attracting diverse talent and expanding recruitment networks.

Keywords: Talent acquisition strategies, Cognitive Diversity management strategy, Organizational Performance

DOI: 10.7176/EJBM/18-5-05

Publication date: May 30^th 2026