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.

Generational Diversity, Age Distribution, Service Delivery, Performance, Infrastructure Development, Career Expectation

1. Achenbaum, W. A. (2024). Generational relations in historical context. In The Changing Contract across Generations (pp. 25-42). Routledge. [Google Scholar] [Crossref]

2. Adam, N., & Alfawaz, A. (2025). Enhancing organizational performance: how gender diversity enhances employee engagement and commitment. Humanities and Social Sciences Communications, 12(1), 1-11. [Google Scholar] [Crossref]

3. Ali, I., Appana, S., & Narayan, J. (2023). Diversity Management in the Public Sector. In Global Encyclopedia of Public Administration, Public Policy, and Governance (pp. 3385-3390). Cham: Springer International Publishing. [Google Scholar] [Crossref]

4. Ali, M. A. (2020). Influence of Human Resource Practices on Workplace Diversity among State Corporations in Mombasa County, Kenya (Doctoral dissertation, KeMU). [Google Scholar] [Crossref]

5. Budeli, M., & Kamwimbi, T. K. (2022). Diversity of practices in social dialogue in the public service in selected African countries (No. 58). ILO Working Paper. [Google Scholar] [Crossref]

6. Dey, S. K., Ratilla, M., Tuckova, Z., & Hung, V. V. (2020). Explaining green purchase behaviour through generational cohort theory: A conceptual study. In Proceedings of the 14th International Scientific Conference INPROFORUM Business Cycles–More than Economic Phenomena, 1 (Vol. 4). [Google Scholar] [Crossref]

7. Ekejiuba, U. C., Muritala, T. A., Maitala, F. H., & Nwoye, M. I. (2023). Effect of workplace diversity management on employee commitment in the Nigerian Public Sector: [Google Scholar] [Crossref]

8. Gabrielova, K., & Buchko, A. A. (2021). Here comes Generation Z: Millennials as managers. Business horizons, 64(4), 489-499. [Google Scholar] [Crossref]

9. Hamidullah, M. F. (2023). Generational differences and the Public sector workforce. In Public Personnel Management (pp. 69-80). Routledge. [Google Scholar] [Crossref]

10. Hofhuis, J. (2022). Comparing cultural diversity perspectives among public service employees in the Netherlands in 2008 and 2018. Equality, Diversity and Inclusion: An International Journal, 41(5), 726-738. [Google Scholar] [Crossref]

11. Kamweru, R. W., Were, S., Muchelule, Y., & Karihe, J. (2023). Educational Diversity and Employee Performance in County Governments in Kenya. Human Resource and Leadership, 3(3), 11-20. [Google Scholar] [Crossref]

12. Kingstone, H. (2021). Generational identities: Historical and literary perspectives. Social and Personality Psychology Compass, 15(10), e12641. [Google Scholar] [Crossref]

13. Koech, A., & Korir, L. (2025). Determinants of Teamwork Among Public Servants in County Governments; A Case Study of Baringo County, Kenya. Journal of Frontiers in Humanities and Social Sciences, 3(2), 32-48. [Google Scholar] [Crossref]

14. Lekaitau, D. S., & Juma, D. (2023). Workforce Diversity And Employee Peformance In Kenya School Of Government. International Journal of Social Sciences Management and Entrepreneurship (IJSSME), 7(1). [Google Scholar] [Crossref]

15. Leslie, B., Anderson, C., Bickham, C., Horman, J., Overly, A., Gentry, C., ... & King, J. (2021). Generation Z perceptions of a positive workplace environment. Employee responsibilities and rights journal, 33(3), 171-187. [Google Scholar] [Crossref]

16. Löfgren, K., Darrah-Morgan, B., Hall, P., & Alamaa, L. (2022). The rise of a new public bureaucracy in New Zealand?. Administration & Society, 54(1), 57-86. [Google Scholar] [Crossref]

17. Mannheim, K. (1952). Essays on the Sociology of Knowledge. Routledge. [Google Scholar] [Crossref]

18. Mannheim, K., Kecskemeti, P., & Manheim, E. (1956). Essays on the Sociology of Culture... Edited by Ernest Manheim in Cooperation with Paul Kecskemeti. London. [Google Scholar] [Crossref]

19. Martin, G. P., Riley, R. D., Collins, G. S., & Sperrin, M. (2021). Developing clinical prediction models when adhering to minimum sample size recommendations: The importance of quantifying bootstrap variability in tuning parameters and predictive performance. Statistical Methods in Medical Research, 30(12), 2545- 2561. [Google Scholar] [Crossref]

20. Mary, S. R., Malhotra, L., Goswami, I., Kumari, P. A., & Priya, U. (2023). A study on effect of employee diversity on organizational performance. International Journal of Professional Business Review: Int. J. Prof. Bus. Rev., 8(4), 3. [Google Scholar] [Crossref]

21. Mickson, M. K., Anlesinya, A., & Malcalm, E. (2021). Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector. World Journal of Entrepreneurship, Management and Sustainable Development, 17(2), 167- 188. [Google Scholar] [Crossref]

22. Muhula, S., Opanga, Y., Kassim, S., Odeny, L., Mbewe, R. Z., Akoth, B., ... & Kimathi, G. (2025). Predictors of Health-Workforce Job Satisfaction in Primary Care Settings: Insights from a Cross-Sectional Multi-Country Study in Eight African Countries. International Journal of Environmental Research and Public Health, 22(7), 1108. [Google Scholar] [Crossref]

23. Mutoka, B. A., & Njoroge, J. (2025). Corporate governance practices and performance of state corporations in kenya: Case study of Kenya National Accreditation Services. International Academic Journal of Arts and Humanities, 1(5), 375-397. [Google Scholar] [Crossref]

24. Nguta, L., & Omuya, J. (2024). Effect of Ethnic Diversity on Employee Performance at the National Museum of Kenya. International Journal of Business, Economics, and Social Development, 5(2), 260-270. [Google Scholar] [Crossref]

25. Ogega, R. M., Muya, J., & Nyaboga, Y. (2020). Effect of implementation of gender diversity management policy on employee commitment in selected county governments in Kenya. J Int Bus, 7(1). [Google Scholar] [Crossref]

26. Opermann, S., & Kalmus, V. (2019). Operationalising Mannheim: empirical building blocks of generational identity. Comunicazioni sociali: journal of media, performing arts and cultural studies: nuova serie: XLI, 2, 2019, 232-246. [Google Scholar] [Crossref]

27. Otenyo, E. E. (2023). Contingency theory of organizations. In Global encyclopedia of public administration, public policy, and governance (pp. 2469-2473). Cham: Springer International Publishing. [Google Scholar] [Crossref]

28. Park, S., & Park, S. (2024). Generational differences in work values in the Korean Government sector. European Journal of Training and Development, 48(1/2), 149-161. [Google Scholar] [Crossref]

29. Public Service Commission. (2023). Annual report on the status of the public service 2022/2023. Nairobi, Kenya: Government Printer. [Google Scholar] [Crossref]

30. Riccucci, N. M. (2021). Managing diversity in public sector workforces. Routledge. [Google Scholar] [Crossref]

31. Rukmana, D. (2024). Sample Frame. In Encyclopedia of quality of life and well-being research (pp. 6105-6106). Cham: Springer International Publishing. [Google Scholar] [Crossref]

32. Sifuna, D. N. (2021). Effect of workforce diversity practices on the performance of Bungoma County Government (Doctoral dissertation, Strathmore University). [Google Scholar] [Crossref]

33. Statnickė, G. (2019, May). An expression of different generations in an organization: a systematic literature review. In Society. Integration. Education. Proceedings of the International Scientific Conference (Vol. 5, pp. 273-291). [Google Scholar] [Crossref]

34. Tjimuku, M., & Atiku, S. O. (2024). Addressing workplace diversity to improve employee performance: implications for SOEs in Namibia. Cogent Business & Management, 11(1), 2315643. [Google Scholar] [Crossref]

35. Tshukudu, T. T. (2023). Managing human resources in government: the case of Botswana. In Handbook of Public Management in Africa (pp. 227-234). Edward Elgar Publishing. [Google Scholar] [Crossref]

36. Wanyoike, M., Mugambi, H., & Gachuru, G. (2025). Managing Generational Diversity And Its Impact On Employee Performance. Fluent Publishers, 1(1), 39-46. [Google Scholar] [Crossref]

37. White, J., Hepworth, G., Alvarado, J., Lemmon, C., & Brijnath, B. (2021). Managing workplace change: Intergenerational perspectives from Victorian public hospital nurses. Collegian, 28(2), 178-183. [Google Scholar] [Crossref]

38. Wushe, T., & Shenje, J. (2019). The antecedents of employee engagement and their effect on public sector service delivery: The case study of government departments in Harare. SA Journal of Human Resource Management, 17(1), 1-11. [Google Scholar] [Crossref]