The Effect of Reciprocal Mentoring on the Performance of the Kenya Defence Forces: The Moderating Role of Organizational Culture

Abstract

This study evaluated how organizational culture moderates the relationship between multigenerational techniques and the organizational performance of the Kenya Defence Forces (KDF), with a particular focus on reciprocal mentorship. The design used was an explanatory sequential mixed-methods design. 193 KDF personnel at Isiolo Barracks were chosen by stratified random sampling, and quantitative data was gathered from them using a standardized questionnaire. Multiple regression analysis, correlation, and descriptive statistics were performed. The quantitative results were enhanced by qualitative information gleaned from interviews. A 5% significance level was used for testing the hypotheses. According to the study, reciprocal mentoring significantly improved organizational performance (β=0.468, p<0.05). A supportive culture increased the success of multigenerational methods, as evidenced by the substantial, significant positive moderating effect of organizational culture (β=0.8339, p<0.05). Generalizability was limited by the study's geographic focus on a single barrack. The study recommended that various KDF units should be longitudinally included in future studies. The results suggested that in order to fully use its intergenerational workforce, KDF leadership should establish formal reciprocal mentoring programs and actively foster an inclusive workplace atmosphere. This study bridged the gap in the literature by providing real data from an African military setting on the connection between performance, organizational culture, and reciprocal mentorship.