Engaged Human Resource in an organization is critical for transforming the corporates’ vision and mission to a reality. However there is paucity on the specific impact of career development on workers and their engagement. This study therefore sought to establish the impact of career development on the engagement of nonacademic staff at Kenyatta University. Specifically, the study sought to establish the effects of training, internal promotions, performance feedbacks, skills enhancement and mentorship on engagement of workers. A descriptive survey design was applied. The target population was all the1967 non-teaching employees of Kenyatta University. A stratified sampling technique was applied giving a sample size of 106 respondents. Structured questionnaire was used for primary data collection. Data analysis was both descriptive and inferential. A multiple regression model was fitted. From the model results, Internal promotions impacts highest to staff engagement (B=0.715, p-0.027) while performance feedback has the lowest impact (B=0.318, p=0.528).At the 5% level of significance, training, promotions and skill enhancement are statistically significant to staff engagement. Mentorship and performance feedback are statistically not significant to staff engagement (B=0.318, p=0.528, B=0.428, p=0.147). The study findings creates informed ground for policy formulation on staff career development and provide a solid foundation on which further research can be continued.

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