This study examines the influence of socio-demographic factors on work-family conflict among management staff in star-rated hotels in the Accra Metropolis. The research aims to explore how variables such as gender, age, marital status, and educational background impact the experiences of work-family conflict among hotel managers. A quantitative research design was employed, and data were collected through structured questionnaires distributed to a purposive sample of hotel managers. The findings reveal significant associations between socio-demographic characteristics and work-family conflict, highlighting the complexities of balancing work responsibilities with family obligations in the hospitality industry. The implications of the study underscore the importance of tailored interventions to support the well-being of hotel managers, while the recommendations emphasise the implementation of work-life balance programs, support for family obligations, promotion of diversity and inclusion, and continuous training and development. It is recommended that hotel organisations create a supportive work environment that enhances the job satisfaction and productivity of their management staff. This study contributes valuable insights to the existing literature on work-family conflict in the hospitality sector and provides a foundation for future research endeavours in this area.

The purpose of this study was to examine coping strategies for managing the effects of work-family conflict on the management staff of hotels in the Accra metropolis of Ghana. The study adopted a 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. multi-stage sampling. The estimation of the sample size for the hotel managers was based on Krejcie and Morgan’s table for the determination of the sample size for a given population. The population of 100 managers were stratified and randomly sampled out of the 182 managers. The main instruments for data collection were questionnaires and an interview. Statistical Package for Social Sciences (SPSS) version 22.0 was used to determine simple percentages and frequencies of responses. Pearson product-moment Correlation and structural equation model were used to determine the consequences of work-family conflict as well as coping strategies adopted by managers. Amos PLS was used to determine the moderating effect of coping strategies on work-family conflict and job performance. Hotel managers in the Accra metropolis combine the strategies of structural role redefinition, personal role redefinition, cognitive restructuring and reactive role redefinition to curb work-family conflict. The study demonstrated a positive relationship between coping strategies and job performance. Coping strategies had a moderating effect on the relationship between work-family conflict and the job performance of hotel managers. Thus, to improve the job performance of hotel managers, there should be the application of coping interventions to help them perform on the job. The study also determined that work-family conflict had a significant positive relationship with job performance. Similarly, the study established that coping strategies significantly moderate the relationship between work-family conflict and job performance among hotel managers in the Accra metropolis. Although coping strategies were employed by hotel managers in the Accra metropolis, it is recommended that training sessions on the use of coping strategies and stress management techniques should be considered by management to address psychological and emotional work environment stressors since they have been proven to reduce stress and WFC. It is also recommended that there should be an inter-hotel collaboration to offer smaller hotels which do not have the resources some leverage the impact of work-family conflict. This platform can be provided by the Ghana hotels association to impact knowledge of coping strategies in smaller hotels. The government must be encouraged to liaise with the Ghana hotels association to enforce the mandatory eight-hour work per day to avoid overworking of hotel managers.