ABSTRACT
This qualitative descriptive–exploratory study examined talent acquisition through manpower agencies and its implications for task efficiency among selected establishments in Kalibo and Boracay Island, Aklan. Guided by the Resource‑Based View, Human Capital Theory, and Scientific Management Theory, the study explored the reasons for adopting manpower agencies, the benefits gained, the challenges encountered, and their overall effect on task efficiency. Data were collected through semi‑structured interviews with three managers from the hotel, fast‑food, and mall sectors who directly oversee agency‑hired employees.
Thematic analysis revealed that establishments engage manpower agencies primarily to streamline recruitment processes, reduce administrative and managerial burden, and access a ready manpower pool. Findings further indicated benefits such as workforce flexibility, reduced financial and legal responsibilities, and improved focus on core operations. However, challenges emerged in the form of inconsistent task performance, frequent monitoring requirements, and gaps in onboarding.
Despite these challenges, the study confirms that manpower agencies generally support task efficiency by reducing supervisory workload and enhancing operational responsiveness.
Keywords: Manpower Agency, Task Efficiency, Talent Acquisition, Operational Monitoring
INTRODUCTION
In contemporary organizations, one of the primary challenges in the labor market is attracting, selecting, and retaining qualified employees. Human capital is considered one of the most valuable organizational assets because it directly influences productivity, competitiveness, and long-term success Gary Becker (Becker, 1993). However, many organizations experience difficulties in recruiting suitable employees due to time constraints, rapidly changing industry demands, and limited internal recruitment capacities (Cappelli, 2001). In response to these challenges, manpower agencies have emerged as a strategic solution for workforce acquisition and management.
Many companies have increasingly adopted manpower outsourcing through third-party staffing agencies, which function as intermediaries between employers and job seekers. These agencies facilitate the recruitment process by sourcing, screening, and evaluating applicants to identify candidates whose qualifications align with organizational requirements Michael A. Hitt (Holcomb & Hitt, 2007). Through systematic recruitment and selection procedures, manpower agencies contribute to improving the efficiency and effectiveness of talent acquisition processes (Elmuti, 2003).
The concept of talent acquisition extends beyond traditional recruitment practices. It encompasses a strategic approach to identifying, attracting, developing, and retaining highly qualified individuals who can contribute to sustainable organizational growth David G. Collings (Collings & Mellahi, 2009). Through manpower agencies, employers gain access to a broader pool of potential candidates, including both active and passive job seekers (Bersin, 2012). Despite these advantages, concerns remain regarding the sustainability, reliability, and overall effectiveness of manpower agencies in talent acquisition, particularly in relation to talent quality, employee retention, and alignment with organizational culture.
Although numerous studies have examined manpower outsourcing and talent acquisition, limited research has focused on the context of Aklan and Boracay. In rural areas such as Aklan, manpower outsourcing remains relatively underexplored and less commonly practiced compared to urban centers. The relatively limited labor market and employment opportunities may reduce the perceived need for organizations to outsource recruitment and other non-core functions. According to Gary Dessler (2017), outsourcing human resource functions is more prevalent in organizations with established structures and sufficient resources, characteristics more commonly associated with urban economies.
Another significant factor influencing recruitment practices in rural communities is the prevalence of close-knit social networks. Mark Granovetter (1973) emphasized that employment opportunities in smaller communities are often facilitated through interpersonal relationships and informal social networks. Such cultural dynamics may discourage the use of external manpower agencies, as employers tend to prioritize trust, familiarity, and community connections over formal recruitment channels.
This study is anchored on the Resource-Based View, Human Capital Theory, and Scientific Management Theory. These theories collectively explain the strategic value of human resources, the contribution of employee competencies to organizational productivity, and the importance of efficient workforce allocation in achieving operational effectiveness.
Given these gaps in the literature, this study aims to conduct an exploratory inquiry into talent acquisition through manpower agencies within the context of Aklan and Boracay. Specifically, the study seeks to understand how manpower agencies contribute to organizational efficiency and workforce management from the perspectives of employers and supervisors.
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