| Summary: | Regarding an institution’s labor as utility management, the employment protocols embody the extensive recruitment plans and further reflects the initial phase of the labor management in alignment with attaining the institutional objectives. Universally, they are viewed to be the most challenging although critical aspect of every labor management plans. This study sought to document the empirical and theoretical literature on employee recruitment practices, knowledge management, human capital, and organizational performance. The theories that guided this study included the Vrooms Expectancy theory, Human Capital theory, and Equity Theory. The study’s conceptual model comprises of employee recruitment practices and organizational performance as the independent and dependent variables respectively, while knowledge management and human capital were incorporated as mediating variables. This study reflects literature review research whose focus was a deeper analysis of the existing basic and factual publications on employee recruitment traditions and institutional outcomes. The study based on the observed theoretical linkages concluded that employee recruitment practices, theoretically influence organizational performance, while knowledge management theoretically mediates the association between employee recruitment practices and organizational performance. Further, the deduction from this presentation was that human capital theoretically moderates that association between employee recruitment traditions and institutional outcomes and that there is a joint theoretical relationship among employee recruitment practices, knowledge management, labor management and institutional outcomes. This study observed the little existence of theoretical and empirical literature on the joint linkage between employee recruitment practices, knowledge management, labor and institutional outcomes and recommended an empirical study to establish the existing relationship among the considered variables.
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