Olufemi Epebinu
fepebinu@noun.edu.ng ||femiepebinu@gmail.com
Paul Obinna Omeni
paulobinna.omeni@gmail.com
Department of Business Administration,
National Open University of Nigeria, Abuja.
Abstract
This study investigates the relationship between Strategic Talent Acquisition (STA) and Employee Engagement (EE) among selected firms operating within the African Continental Free Trade Area (AfCFTA) framework in Nigeria. Grounded in Social Exchange Theory and the Strategic Human Resource Management (SHRM) perspective, the study positions STA as a deliberate and competency driven mechanism through which organisations signal support, fairness, and long-term investment conditions theorised to elicit reciprocal engagement responses from employees. Motivated by the AfCFTA‟s emerging demands for cross-border capabilities, intensified market competition, and workforce adaptability, the research examines whether strategically aligned talent acquisition practices significantly predict higher levels of employee engagement. Using a cross sectional quantitative survey design, data were collected from 169 purposively selected employees and HR practitioners from AfCFTA active firms and analysed using linear regression. The results demonstrate a strong and statistically significant positive relationship between STA and EE (β =.595; R² = .353; t = 9.440; p < .001), indicating that competency-based selection, cultural fit assessments, and empowerment-oriented onboarding processes meaningfully explain variations in engagement levels. These findings provide empirical support for the theoretical proposition that strategically designed acquisition practices can shape attitudinal outcomes even within a cross sectional context, reinforcing the value of STA as a strategic lever for cultivating an engaged workforce capable of supporting AfCFTA’s regional integration goals. The study offers practical implications for HR policy and practice, recommending the adoption of structured competency frameworks, development of regional talent pipelines, and integration of empowerment and development mechanisms post-hire. Limitations of the cross-sectional design are acknowledged, and directions for future research, particularly longitudinal, qualitative and comparative studies across industries and subregions are proposed to deepen understanding of how STA can sustain engagement in Africa’s evolving integrated market
Keywords: Absorption, Dedication, Employees‘ engagement, Talent acquisition, Vigor