An Appraisal of Work-Family Conflict on Management Staff of Star-Rated Hotels

The objective of this research was to investigate work-family conflict among management staff of hotels in the Accra Metropolis of Ghana. The study employs the pragmatism approach and Convergent parallel mixed methods research technique. The population of the study is all-star-rated management staff of star-rated hotels in the Accra metropolis. Stratified, random and convenient sampling techniques were used to select 182 out of 356 respondents. One hundred (100) were sampled using a formula and a table determination of sample size based on the confidence level needed from a given population as provided by Krejcie and Morgan in 1970 for the study. Ten managers were conveniently interviewed on the issues of work-family conflict. The main instruments for data collection were a questionnaire and a semi-structured interview guide. This study adopted factor analysis and a structural equation model to examine factors that influence work-family conflict. This statistical technique was used in the research to investigate the factorability of the variables of work-related and family-related factors separately and a structural equation model was used to combine both factors to better understand the relationship. Linear regression was used to determine the relationship between work-family conflict. Pearson product-moment Correlation and structural equation model were used to determine the consequences of work-family conflict. It can be concluded that both work-related such as work overload, job type and involvement as well as family-related factors such as life cycle stage, and childcare arrangement predict work-family conflict among managers of hotels in the Accra metropolis. It is also deducted WFC affect managers’ performance on the job, exhaust them emotionally and also influences their intentions to leave the job for another. Managers usually feel fatigued to prepare for work and physically drained after work. They also feel depressed and emotionally drained sometimes. It is recommended that top management of hotels should allocate a budget to build an organisational culture that encourages work-family balance. Frontline managers should be trained to be aware of the benefit of providing support in the work environment that will help staff balance work and family. It is also recommended that hotel jobs be redesigned by the human resource unit to reduce workload and make it more interesting for managers so they may not feel overworked. Overworking of managers will enhance their intentions to quit the job and this will be costly for hotels.