The Influence of Internal Dimensions of Diversity on Organizational Performance: A Case Study of Kenya Revenue Authority

A research project report by Jackline Nyambura Mwangi, submitted to the Chandaria School of Business in partial fulfillment of the requirements for the Degree of Executive Masters of Science in Organizational Development (EMOD).The purpose of this study was to determine the influence of internal dimensions of diversity on the performance of Kenya Revenue Authority as an organization. The research questions for this study were: To determine to what extent age diversity influences organizational performance in Kenya Revenue Authority? To determine to what extent gender diversity influences organizational performance in Kenya Revenue Authority? To determine to what extent ethnicity influences organizational performance in Kenya Revenue Authority? A descriptive research design was adopted for this study. The population of the study comprised of 1405 KRA employees. Stratified sampling technique was used to determine a sample size of 141 from the total population. For this study, data was collected using structured questionnaires based on the research questions. Descriptive statistics included frequencies distribution, and percentages and mean, while inferential statistical analysis used included correlations, and regression. The first research question of the study was to investigate the influence of age diversity on the organizational performance in Kenya Revenue Authority. The findings of the study indicated that the majority (77.2%) of the respondents agreed that age diversity influences organizational performance. Equally, the study findings revealed a positive relationship between age diversity and organizational performance, r (0.487); p <0.05. The second research question of the study was to determine the influence of gender diversity on organizational performance at Kenya Revenue Authority. The study findings indicated that the majority (79.4%) of the respondents agreed that employee competence at KRA had increased as a result of employee diversity, and equal job opportunities for all genders. The study findings also revealed that there existed a strong positive relationship between gender diversity and organizational performance, r (0.716); p < 0.05, indicating the relationship was statistically significant. The third research question of the study was to determine whether ethnic diversity influences organizational performance at KRA. According to the findings, the majority (97.2%) of the respondents agreed that ethnic diversity influenced organizational performance. The study findings equally indicated the existence of a strong positive relationship between ethnic diversity and organizational performance, r (0.548); p