The Influence of Talent Acquisition on the Corporate Performance of Private Tertiary Institutions in Ghana

Abstract

This study examines the impact of talent acquisition on the performance of private tertiary institutions in Ghana, grounded on the Resource-based View (RBV) and Human Capital Theory (HCT). It bridges the gap regarding empirical research on talent acquisition in Ghanaian higher education, whose competition and resources are expanding. A quantitative design was employed utilising survey data from 291 participants, who were academic and administrative personnel in private universities. Structural Equation Modelling (SEM-PLS-3.0) was used to estimate the structural and measurement models, assessing reliability, validity, and predictive relevance. The results indicate that talent acquisition does not have a statistically significant direct effect on the performance of a Private university in Ghana. This aligns with the fact that while recruitment is needed, it lacks effectiveness as a stand-alone plan. Enabling practices such as performance management, talent development, and leadership engagement significantly affect institutional performance. Implications include emphasising consistent human resource policy throughout recruitment and induction, mentoring, appraisal, and staff development. Policy makers and university managers must prioritise rigorous and merit-based practice, combining individual talent and institutional aims to create competitiveness and sustainability. The study’s cross-sectional design limits causal inferences, and its focus on selected private universities in Ghana reduces generalizability. Self-reported survey data may introduce bias, and the exclusive use of SEM-PLS restricts deeper qualitative insights. This study is among the first to apply HCT and the RBV to examine talent acquisition in Ghana’s private higher education sector. It advances theory by emphasising that human capital yields little value to organisations unless it is effectively structured and supported. At the same time, the study offers practical insights for strengthening talent management models in developing-country contexts.