Conflict Management In Service Sector-A Study In Somalia

Abstract

Somalia’s hospitality sector has progressed at an impressive pace over the past decade, driven by urbanisation, the expansion of domestic transport routes, diaspora investment, and the opening of new private-sector-led facilities. Hotels, restaurants, guest houses, and other visitor-facing businesses have grown in cities such as Mogadishu, Hargeisa, Garowe, and Kismayo. This growth has expanded the job market and bolstered the service-based national economy, but it has also presented complex organisational issues, such as workplace dissonance.Conflict is an inevitable part of any organisation. Still, its frequency and intensity are exacerbated in the hospitality industry by constant customer interaction, demanding service requirements, time pressures, and emotional labour. Front-line, back-of-house, cleaning, and guest-facing roles are commonly high-pressure environments in which confusion over communication or role responsibilities can exacerbate cultural variance, points of contact, or disagreements, building to a critical mass. In Somalia, these issues are complicated by contextual factors, including the absence of formal HR systems, irregular managerial practices, and social norms that discourage open opposition.

The sector has expanded, but systematic approaches to conflict management are underdeveloped. Informal hospitality organisations tend to adopt a reactive approach, addressing conflicts only when they disrupt services or when their impact on staff satisfaction is recognised. This results in a cycle in which conflicts are ‘swept under the rug’ yet left unresolved, ultimately harming performance, increasing turnover rates, and significantly lowering guest satisfaction. Without formal mechanisms for complaints, role clarity, or training for these new supervisors, the resulting tension can affect organisational functioning.