Employee Engagement and Recruitment Practices as Drivers of Organizational Growth in the Third FADAMA National Development Project

uman resources management (HRM) remains central to organizational performance and development. This paper examines the effects of employee engagement and recruitment and hiring practices on the growth of the Third National FADAMA Development Project in Kebbi State. Using a descriptive survey approach, data were collected from respondents across the state’s 21 local government areas. Findings from the Pearson correlation and OLS regression analyses indicate that both employee engagement and recruitment practices have a strong, positive, and statistically significant relationship with organizational growth. The results of regression analysis show R=., this implies that multiple correlation coefficients between the predictors and the criterion was 76%, while R2 of .632 implies that predicting variables (HRM) under the study were able to account or explain 63% variance in the dependent variable (Organizational growth), while the remaining 37% was not captured by this study. The result also shows adjusted R2 of .524 which implies that human resource management were able to explain 52% variation in the organizational growth. The significant F.test of (54.660, p<0.000) signifies that the overall significant prediction of independent variables to the dependent variable, this further implies that, p value of 0.000 the model fitness in regressing the relationship between human resource management and organizational growth, therefore, FStatistics value measure the strength of regression model with a value of 54.660. The study concludes that engaged employees and effective recruitment processes enhance productivity, service delivery, and overall institutional performance. It recommends that project administrators continue investing in transparent recruitment, fair selection procedures, and motivation strategies to improve employee retention and long-term organizational sustainability.