Managerial Socio-Interpersonal Conflict’s Impact on Organisational Performance in Licensed Restaurants in Mombasa, Kenya

Abstract

Interpersonal conflict is a widespread phenomenon associated with adverse consequences for employees and hospitality organisations. It is not clear whether these conflicts emanate from socio-interpersonal associations between managers and their staff. It is also unclear whether these interactions influence the performance of licensed restaurants. Since restaurants experience higher staff turnover than other service providers, this study sought to investigate the effect of managerial socio-interpersonal conflict on organisational performance in licensed restaurants in Mombasa County. Based on behavioural management theory, the study concentrated on Mombasa County, an important tourism hub of Kenya. While using a descriptive research design, the study targeted all waiting staff working in licensed restaurants in Mombasa County. Of the 96 questionnaires issued, 89 were duly filled and returned (a response rate of 92.7%). The findings from the linear regression analysis (F (1, 48) = 109.936, P<0.0005 statistically predicted the outcome variable significantly, organisational performance. The adjusted R² of 0.696 implies that managerial socio-interpersonal factors accounted for 69.6% of organisational performance. As such, managerial socio-interpersonal conflicts affect organisational performance in licensed restaurants in Mombasa County.  Restaurants and other hospitality and tourism-related bodies should consider formulating policies to address managerial socio-interpersonal conflict. This will enable restaurant managers to cope with work-related socio-interpersonal conflicts and improve performance.