Generational Diversity and Performance of The County Governments in Kenya

Despite the goals of devolution, county governments in Kenya continue to experience performance disparities partly attributed to inadequate management of generational diversity within the workforce. Differences in career expectations, cohort membership, and age distribution are not always effectively managed, limiting knowledge sharing, innovation, collaboration, and service delivery. Existing studies have not sufficiently examined how these dimensions of generational diversity influence the organizational performance of county governments in Kenya, creating a gap in evidence-based human resource management. This study therefore sought to examine the relationship between generational diversity and the organizational performance of county governments in Kenya. The study is anchored on generational cohort theory and adopted positivist research philosophy and descriptive correlational research design. The target population includes 1,645 county government employees from 47 counties, encompassing management and technical staff across key departments. A sample size of 384 is determined using Fisher’s formula, with proportionate stratified sampling ensuring representation across job categories. Data was collected using a semi-structured questionnaire combining closed-ended Likert-scale items and open-ended questions to capture both quantitative and qualitative insights. A pilot study with 38 participants tested the instrument’s validity and reliability, and necessary adjustments were made based on feedback. Quantitative data were analyzed using descriptive statistics to summarize the data and inferential statistical techniques, including correlation analysis and multiple regression analysis. The results were presented using tables and charts for clarity and interpretation. The study found that generational diversity had a positive and significant relationship with the performance of county governments in Kenya. However, the findings show that career expectation and cohort membership have positive and statistically significant effects on county government performance, while age distribution exhibits a positive but statistically insignificant relationship. The study recommends that county governments should establish structured career progression frameworks that include clear promotion pathways, mentorship programmes, and performance-based advancement systems to align employees' career expectations with organizational goals.