This study examines the relationship between age diversity and organizational performance of deposit money banks in Port Harcourt. The population consist of 87 managers, supervisors, sectional heads, heads of units, and heads of department of deposit money banks in Rivers State. Krejcie and Morgan table, which amounted to 87 from a population size of 112 management staff of deposit money banks in Port Harcourt, Rivers State. Out of the 87 copies of the research questionnaire administered, 81 copies were retrieved, while only 79 were used for analysis – as 2 copies were invalid. The Kendall Rank Order Correlation Coefficient was used with the aid of SPSS. It was concluded that, placing an emphasis on the prospective hazards and possibilities for age diversity makes it feasible for companies to implement change at all organizational levels in order to increase the efficiency of their operations, which should serve as a competitive advantage in the future. Based on the findings: it was recommended that: Management should adopt age diversity as it offers a variety of skillset that can help trigger new productive behaviours that guides the focus of the organization. Management should institutionalize age diversity as it offers a platform for mutual mentorship that could potentially boost employee productivity while increasing employee retention.