The effect of flexible work arrangements on the performance of the Kenya Defence Forces: the moderating role of organizational culture

This study examined how intergenerational policies, particularly those pertaining to flexible work arrangements (FWAs), impact the organizational performance of the Kenya Defence Forces (KDF). More research is done on the moderating role that organizational culture plays in this relationship. An explanatory sequential mixed-methods design was employed where 193 KDF personnel at Isiolo Barracks were chosen by stratified random sampling, and quantitative data was gathered from them using standardized questionnaires. Multiple regression analysis, correlation, and descriptive statistics were performed. The study revealed flexible work arrangements had a moderate but statistically significant positive effect on KDF performance (β = 0.329, p < 0.05). However, attitudes on FWAs were the most divergent of all the strategies under study, indicating widely disparate acceptance and application. Organizational culture demonstrated a strong and significant positive moderating influence (β = 0.834, p < 0.05), which increased the impact of intergenerational programs. It was found that for FWAs to produce excellent performance outcomes, they required a strong, supportive culture. The study recommended that KDF leadership create organized, policy-driven FWA frameworks that are suited to military operational needs in order to improve performance. In order to guarantee that these tactics be successfully applied and welcomed by all age cohorts, it is imperative that conscious efforts be made to develop an inclusive and flexible company culture.