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International Journal of Contemporary Hospitality Management

ISSN : 0959-6119

Article publication date: 2 February 2023

Issue publication date: 2 August 2023

The purpose of this paper is to develop insight into the scholarly communications trends in hospitality and tourism management by looking at the practice of publishing Special Issues (SIs) in top-ranked hospitality and tourism management (HTM) academic journals: examining the relationship of SIs to journal impact as a measurement of quality, identifying some principal topics of SI and the trend of publishing SI as monographs.

Design/methodology/approach

This paper consists of an analysis of 22 top-ranked HTM journals from 1995 to 2020, in-depth case studies reviewing studies in two top-ranked HTM journals and an examination of which publishers supplement their revenue by selling their special issues as monographs. This paper includes a substantial review of literature regarding special issue publishing within business academic journals.

There was growth in the publication of HTM SI from 1995 to 2020, both in numbers and as a percentage of total issues. There is no evidence that SI are reducing impact within HTM journals; impact has grown exponentially since the mid-1990s. In one case, there was a significant increase in SI publication as well as in impact. The number of Regular Issues (RI) published increased during the same period but at a marginally lower rate. There is no evidence that SI are negatively affecting RI. The in-depth analysis of the two journals concurred with the above findings and suggested that SI studies discuss topics of the highest impact. SI increased the revenue of the publisher through monograph publishing. This practice also furthered the field by making SI available to be purchased as a monograph by nonsubscribers.

Research limitations/implications

This study provides a deeper understanding of scholarly publishing in top-ranking HTM journals and provides a foundation for future research on HTM publishing practices. Its practical implications extend to practitioners who rely on HTM scholarship for dissemination of vital research that can guide or drive decision-making. This study also informs the critical question as to whether such research is compromised by publishing practices. Other practical implications include providing reassuring information to editors who publish SI that these issues do not appear to contribute to lower journal impact. For researchers who are considering submitting manuscripts to SIs, this study similarly implies that their paper should not be considered of lower value and that there is no indication that its impact will be lessened. Furthermore, the authors hope that this study encourages would-be guest editors to publish SI if they have held back because of quality/impact concerns. Finally, this paper may provide evidence to journal editors who do not regularly publish SI because of quality and impact concerns that they may reconsider this choice. Implications for HTM journal editors and guest editors include adding or increasing SI in their publishing practice will not decrease the journal’s quality, while SI publishing also could contribute to the goals of their publication and increase revenues for the publishers. Researchers who may have been reluctant to publish in SI should be more inclined to submit to them or endeavor to become guest editors to explore avenues of developing their field.

Originality/value

SI publication and impact within the field of hospitality and tourism scholarly communications are rarely discussed. Literature reviews on SI publication in business are also limited. Investigation into publication practices of focused/special issues can help inform researchers, publishers and editors and provide a state of the industry.

• Scholarly communications
• Special Issues
• Journal impact factor

Steinberg, R. and Boettcher, J.C. (2023), "Special Issues in hospitality and tourism management journals", International Journal of Contemporary Hospitality Management , Vol. 35 No. 9, pp. 3154-3171. https://doi.org/10.1108/IJCHM-02-2022-0243

Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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Hospitality and tourism management student satisfaction with their majors and career readiness amid the COVID-19 pandemic

Chanmi hong.

a Department of Nutrition and Hospitality Management, The University of Mississippi, P.O. Box 1848, University, MS, 38677, USA

Inna Soifer

b College of Merchandising, Hospitality and Tourism, University of North Texas, 1155 Union Circle, #311100, Denton, TX, 76203-5017, USA

Eun-Kyong (Cindy) Choi

Tanya ruetzler.

The COVID-19 pandemic outbreak impacted hospitality and tourism management (HTM) program offerings that typically attract students, such as experiential learning courses, field trips, and internships, which were canceled or postponed. This transition has raised concerns about whether student satisfaction with their major and their perceived career readiness were impacted by the modified curriculum. Therefore, this study investigates how perceived curriculum, campus support, and self-efficacy affect HTM student satisfaction with the major and career readiness during the COVID-19 pandemic. Consequently, perceived curriculum, campus support, and self-efficacy positively influenced student satisfaction with their major. Self-efficacy has a positive impact on career readiness.

1. Introduction

The COVID-19 pandemic has severely affected the hospitality industry, thus influencing students' career decisions and willingness to continue pursuing hospitality degrees ( Seyitoğlu et al., 2022 ). Moreover, the hospitality labor shortage of 2022, combined with the nationwide trend of declining student enrollment, is prompting questions about the recruitment and retention of hospitality program students ( American Hotel and Lodging Association, 2022 ; Weissman, 2021 ). Therefore, higher education institutions feel the urgency to create relevant academic programs that meet industry and student needs ( Griffin, 2021 ), which means producing high-quality graduates for hospitality businesses while simultaneously ensuring student satisfaction with their chosen course of studies and campus environment.

Traditionally, higher education is associated with in-person learning ( Galvis, 2018 ), but the COVID-19 pandemic has prompted many institutions to adopt other modalities, such as virtual and hybrid instruction. This transition has raised concerns about instructional quality, despite demonstrated flexibility and accessibility of remote instruction ( Bart, 2008 ). Additionally, hospitality management program offerings that typically attract students, such as experiential learning courses, field trips, internships, and others, have been canceled or postponed during the COVID-19 pandemic ( Zhong et al., 2021 ). Therefore, whether hospitality student satisfaction with their major and their perception of being prepared to thrive in the industry are affected by the modified curriculum remains an open question.

Previous research suggests that in addition to a well-developed curriculum and instructional effectiveness, a student-centered campus is a significant determinant of student satisfaction ( Elliott, 2002 ). However, during the COVID-19 pandemic, students' expectations evolved, anticipating student support services to operate in a hybrid mode and provide more flexibility ( Reale, 2022 ). As a result, many universities have been redesigning their student support systems. However, there is still limited understanding of how campus support contributes to student satisfaction with their chosen major and student perception of career readiness during the COVID-19 pandemic.

Recently, student self-efficacy has emerged as an influential factor affecting student satisfaction with their majors and their academic and professional success ( Van Dinther et al., 2011 ) Self-efficacy can be defined as students' belief in their ability to succeed in reaching their goals ( Schunk & Mullen, 2012 ). Considering the transition to online learning during the COVID-19 pandemic, and the changing learning environment, the question of whether the role of student self-efficacy has changed has emerged. To fill these gaps, this study aims to investigate how perceived curriculum, campus support, and self-efficacy affect hospitality and tourism management student satisfaction with the major and their career readiness during the COVID-19 pandemic. The results of this study should provide hospitality educators with insights to increase hospitality program competitiveness and navigate new challenges of student recruitment and retention in the context of post-pandemic recovery.

2. Literature review

2.1. the impact of the covid-19 pandemic on hospitality/tourism management students.

The COVID-19 pandemic has inflicted the significant disruption in hospitality and tourism education. Many of hospitality hands-on experience courses, including culinary lab classes, guest lectures, class field trips, study abroad programs, professional work experiences, and internship programs, were suspended or canceled during the COVID-19 pandemic ( Zhong et al., 2021 ). Due to these limitations, hospitality students have encountered fear or concern for their continuous education. In order to overcome this crisis, the direction of hospitality and tourism education is necessary to adopt innovative methods to provide a better education system for students due to COVID-19 ( Benaraba et al., 2022 ).

The virtual meeting-based learning method has completely shifted the academic learning mechanism in hospitality and tourism. All in-person hospitality and tourism courses during the pandemic were converted into a virtual or hybrid format to meet continuous student learning outcomes ( Dopson et al., 2021 ). Researchers have reported contradictory findings on the effectiveness of virtual learning. According to Dziuban et al. (2015) , the students' positive satisfaction has been influenced by the virtual learning environment as far as practical e-learning tools are provided. The previous studies indicated that students were proficient at utilizing virtual learning platforms such as Zoom, Microsoft Teams, and Google Meet ( Annaraud & Singh, 2017 ; Patiar et al., 2017 ). Additionally, a recent study suggested that students had higher learning satisfaction with their online delivery methods ( Choi et al., 2021 ). In contrast, Zhong et al. (2021) reported students raised the issue of limited learning and interaction with their academic community and industry outreach. Furthermore, young adults' stress and negative emotions have increased due to economic and social stressors during the COVID-19 pandemic ( Shanahan et al., 2022 ). As such, the pandemic has contributed to student concerns about starting their careers in the hospitality and tourism industry. It is uncertain how the pandemic has impacted students’ willingness to pursue their hospitality and tourism degrees and seek their future careers in the hospitality and tourism industry throughout such a global crisis.

2.2. Perceived curriculum and career readiness

Moore (2006) broadly defined curriculum as all learning interaction planned and guided by a school that students can carry out in groups or individually through instructional content, materials, resources, and processes for evaluating the attainment of educational objectives. Similarly, Alexakis and Jiang (2019) claimed that “curriculum refers to a program of study as defined by the set of required and elective courses/classes that a student must take at an institution of higher education to graduate with an earned academic degree” (p. 2). This study follows this definition; however, measuring the quality of a curriculum objectively is challenging. To overcome this, researchers have often relied on students' perceived curriculum to evaluate it ( Lee et al., 2022 ). Therefore, the current study measures students' perception of the curriculum, building on the practices of previous research.

Higher education institutions spend countless amounts of time and effort on curriculum development to meet college student satisfaction ( Prakash, 2018 ). To enhance students' learning satisfaction, the curriculum is vital to meeting students' needs and wants ( Farahmandian et al., 2013 ; Hunter et al., 2022 ; Martirosyan, 2015 ). Supporting this notion, Martirosyan (2015) and Farahmandian et al. (2013) identified a positive relationship between perceived curriculum and student satisfaction. Specifically, once students recognize that the curriculum's organization and delivery are useful, they are satisfied with their education experience ( Gibson, 2010 ). Similarly, DeShields et al. (2005) found that business students have higher satisfaction when they perceive that the major curriculum equips them with future employment prospects. Given the previous findings, the current study assumes that perceived curriculum positively affects student satisfaction with the major.

As a student's ultimate goal is to gain employment in their desired field of employment, schools should properly educate and train their students to be ready for their future career. A high-quality curriculum enhances students' beliefs about their career readiness ( Ajao et al., 2022 ; Jackson, 2019 ; Lee et al., 2021 ). An effective curriculum contains advanced academic, technical, and problem-solving skill sets to enhance students' career readiness ( Lee et al., 2021 ). In other words, various coursework should not only cover the background or knowledge of course subjects, but also provide opportunities for students to improve various skills, including critical thinking, problem solving, and written and oral communication skills ( Alshare & Sewailem, 2018 ). Considering the above literature reviews on perceived curriculum, satisfaction, and career readiness, the following hypotheses are proposed.

Perceived curriculum positively influences student satisfaction with their major.

Perceived curriculum positively influences career readiness.

2.3. Campus support

Higher education institutions offer various services and resources to contribute to the personal, academic, and professional development of their students. The extensiveness of such services and resources varies by institution, but common services include academic advising, counseling, mentorship, tutoring, career planning, financial aid, scholarships, study abroad program, and highly-experienced staff member ( Grant-Vallone et al., 2003 ; Lee et al., 2016 ). Numerous studies revealed that such student supportive services, defined as campus support in this study, enhance students’ feeling of campus belonging ( Thompson et al., 2007 ), academic success ( Hassan, 2014 ; McKinney et al., 2006 ), mental and physical health ( Shin & Steger, 2016 ), and satisfaction with the university ( Hassan, 2014 ; Hu et al., 2012 ).

In the pre-COVID-19 era, several studies uncovered that campus support increases student satisfaction with their major. Specifically, Tessema et al. (2012) found that academic advising positively affects student satisfaction with the major. Blau et al. (2019) showed a similar finding that career center service for job opportunity, advising quality, and support from faculty increase major satisfaction. The COVID-19 pandemic was unexpected; consequently, a number of campuses shutdown not to spread virus and protect faculty, staff, and students’ health. Nevertheless, universities have put tremendous effort into altering such services remotely or online by adopting synchronous communication tools, such as Zoom and Google Meets ( Wang & Houdyshell, 2021 ). Zhong et al. (2021) asserted student support services are even more crucial for student academic satisfaction by making students feel secure in an unstable educational environment in a crisis situation. Bae et al. (2022) supported this notion by proving that financial support from university enhanced hospitality and tourism management student satisfaction with the major during the COVID-19 pandemic. Based on these previous findings, this study anticipates that campus support positively affects student satisfaction with the major.

Additionally, the importance of campus support has been reported in students' career decision-making amid the COVID-19 pandemic ( Zhong et al., 2021 ). Specifically, Zhong et al. (2021) illustrated that campus support services contribute to having a positive psychological status for hospitality and tourism students, which positively influences clear career goals and pathways even in challenging circumstances. Furthermore, Guo and Ayoun (2022) argued that campus support is pivotal to hospitality students because hospitality students largely depend on the faculties’ experience and advice in their career decision, indicating that students perceive campus support as the primary source of acquiring information. Following this view of previous research, the following hypotheses are formulated in this study.

Campus support positively influences student satisfaction with their major.

Campus support positively influences career readiness.

2.4. Self-efficacy

Self-efficacy refers to “one's belief of self-ability to complete a task or achieve a specific outcome” ( Guo & Ayoun, 2022 , p. 17). This individual's subjective judgment affects individuals' physiological, behavioral, and psychological responses ( Brown, 2002 ; Schönfeld et al., 2017 ). When people have strong self-efficacy, their efforts, patience, and flexibility tend to be higher ( Bandura, 1986 ) because self-efficacy enables them to realize how much effort they will put into a task, how long they will persevere while facing challenges, and how resilient they will be in challenging circumstances ( Van Dinther et al., 2011 ).

In a more specific approach to students' context, Schunk and Mullen (2012) define self-efficacy as students' belief in their capacity to plan and implement the actions necessary to learn and satisfactorily accomplish tasks and assignments. In other words, students with high self-efficacy tend to maintain a relaxed attitude and mind to cope well with difficult situations, and they are more likely to make decisions with confidence that they can complete any task (Mahmud et al., 219; Park et al., 2018 ). Studies have found that students' self-efficacy plays a pivotal role in increasing their satisfaction with their major in various academic disciplines ( Kim & Lee, 2014 ; Komarraju et al., 2014 ; Lent et al., 2007 ; Park et al., 2018 ). For example, Kim and Lee (2014) uncovered that students with high self-efficacy tend to have a high degree of satisfaction with their major. In a similar vein, Komarraju et al. (2014) demonstrated that psychology students with high self-efficacy are more likely to be satisfied with their major. Park et al. (2018) also confirmed the positive impact of self-efficacy on nursing students' satisfaction with their major. In the hospitality and tourism field, Bae et al. (2022) identified similar findings that self-efficacy positively influenced student satisfaction with the hospitality and tourism program. Overall, these studies consistently indicated that self-efficacy is an important predictor of student satisfaction with their major. Hence, the current study assumes that high self-efficacy elevates hospitality and tourism management students’ satisfaction with their major.

In addition to student satisfaction with their major, previous studies have also indicated that student's self-efficacy positively influences students' career readiness ( Guo & Ayoun, 2022 ; Mahmud et al., 2019 ). Specifically, Mahmud et al. (2019) asserted that students' self-efficacy is closely related to their career readiness because self-efficacy allows students to evaluate themselves positively regarding career-related abilities such as knowledge level, planning skill, and problem-solving ability. By contrast, students with lower self-efficacy tend to feel a lack of such skills and confidence in their careers. Similarly, in the hospitality context, Guo and Ayoun (2022) revealed that those with high self-efficacy, which is mainly established by education and previous industry work experience, are more willing to work in the hospitality industry. As previous studies consistently indicate the positive impact of self-efficacy on students' satisfaction with their major and students' career readiness, the current study develops the following two hypotheses.

Self-efficacy positively influences student satisfaction with their major.

Self-efficacy positively influences career readiness.

Figure 1 depicts the proposed conceptual framework.

The proposed conceptual framework.

3. Methodology

3.1. data collection.

The target sample for this study was hospitality and tourism undergraduate students studying in the United States, who are 18 years old or older. To recruit survey participants, 10 hospitality and tourism programs located throughout the country were contacted and asked to participate in the study. Universities, which were representative of the east, southeast, west, and southwest regions of the country, were selected based on the authors' affiliations with them. Contacts were sent an introductory, informational letter and a link to the survey which was administered via Qualtrics. As a result, six programs agreed to share the survey invitation with their students. Faculty members at the programs received two email reminders to encourage their students’ participation. The online survey was open from April to July 2022. Out of 136 responses collected, there were 8 insincere answers and 11 responses that failed to answer an attention check question and therefore were excluded. Thus, a total of 117 responses were utilized for further analysis. Given that Bentler and Chou (1987) recommended five individuals for each estimated parameter (i.e., 5 × 22 = 110), this study satisfied a minimum sample size and confirmed sufficient sample size to conduct the structural equation modeling. This study has been reviewed by the Institutional Review Board (IRB), and ethical approval was issued by IRB in April 2022.

3.2. Measurements

Based on the review of the existing literature (i.e., Artino & McCoach, 2008 ; Edman & Brazil, 2009 ; Hu et al., 2012 ; Lee et al., 2021 ; Lent et al., 2007 ; National Survey of Student Engagement, 2022 ), the measurement items were developed and slightly modified to fit this study context ( See Table 2 ). A self-administered questionnaire comprised three sections of screen questions, research constructs, and socio-demographic information. Two screening questions were first asked to ensure that respondents' age (i.e., 18 years old or older) and their major. A seven-point Likert scale (1 = strongly disagree to 7 = strongly agree) was used to measure five components in the first part of the survey, namely perceived curriculum, campus support, self-efficacy, satisfaction with their major, and career readiness. In the last part of the survey, respondents were instructed to provide socio-demographic information, such as gender, age, ethnicity, career plan, employment status, and academic level.

Measurement items and standardized factor loadings.

Note . χ 2 (199)  = 286.584, p  < .001, χ 2 / df  = 1.440, CFI = 0.941, TLI = 0.932, RMSEA = 0.062 (90% CI: 0.045–0.077), SRMR = 0.060.

3.3. Data analysis

Using AMOS 26, this study followed the two-step approach recommended by Anderson and Gerbing (1988) to analyze the collected data. After a confirmatory factor analysis was conducted to ensure the reliability and validity of the measurement items, structural equation modeling was used to evaluate six hypotheses. Prior to the primary data analysis, a normality test was conducted using SPSS 27. Consequently, skewness (minimum: 1.589, maximum: 0.100) and kurtosis (minimum: 0.833, maximum: 4.024) were confirmed by showing the values scattered between the acceptable ranges of ±2 and ± 5, respectively ( Bentler, 1995 ).

4.1. Respondents’ profile

Table 1 describes the socio-demographic information of the respondents in this study. Of 117 respondents, 93 were female (82.1%), and 19 were male (16.2%). The majority of respondents were under 25 years old (76.1%) and 60% of respondents were Caucasian. In terms of academic level, most of the respondents were either seniors (52.1%) or juniors (38.5%). Additionally, 38.5% of respondents indicated they have a part-time job in the hospitality and tourism industry, and 30.8% had full-time job, followed by unemployed (29.1%). Regarding their career plan, 75.2% of respondents reported plan to obtain a career in the hospitality and tourism industry, and 17.9% wanted to pursue a higher degree in graduate school.

Profile of respondents ( N  = 117).

4.2. Results of confirmatory factor analysis (CFA)

To evaluate the measurement model, this study conducted CFA by testing the underlying structure of constructs. Consequently, the measurement model illustrated acceptable fit statistics, with χ 2 (199)  = 286.584, p  < .001, χ 2 / df  = 1.440, CFI = 0.941, TLI = 0.932, RMSEA = 0.062 (90% CI: 0.045–0.077), SRMR = 0.060. As seen in Table 2 , all factor loadings of the measurement items were confirmed at the significant level ( p  < .001), ranging from 0.585 to 0.925. As the next step, the construct validity was checked. Table 3 describes the results of the construct validity of the measurements. Specifically, composite reliability (CR) coefficients fell between .837 and .906, which indicates good internal consistency of the five constructs ( Hu & Bentler, 1999 ). Convergent validity was also confirmed by checking the average variance extracted (AVE) and factor loadings of each construct. The AVEs dispersed between .581 and .674, surpassing the minimum threshold of 0.05. Moreover, the discriminant validity of each construct was acceptable by identifying that AVEs were greater than the squared inter-construct correlations ( Fornell & Larcker, 1981 ). The AVEs were also higher than the maximum shared variance (MSV). In addition, the heterotrait-monotrait (HTMT) ratio of correlations, a more conservative tool than Fornell and Larcker's criterion, was used to confirm the discriminant validity of the constructs. As a result, none of the HTMT ratios demonstrated values higher than the suggested threshold of 0.85 by Henseler et al. (2015) , which suggests no validity issue in the current study.

Validity analysis.

Note . CR (Composite reliability), AVE (Average variance extracted), MSV (Maximum shared variance), PC (Perceived curriculum), CS (Campus support), SE (Self-efficacy), SAT (Student satisfaction with major), CR (Perceived career readiness).

4.3. Structural equation model (SEM) and hypotheses test

SEM was performed for hypothesis testing after CFA. The model fit was acceptable with χ 2 (200)  = 286.620, p  < .001, χ 2 / df  = 1.433, CFI = 0.942, TLI = 0.933, RMSEA = 0.061 (90% CI: 0.044–0.076), SRMR = 0.060. Fig. 2 displays the results of the hypotheses testing. As illustrated in Table 4 , perceived curriculum ( β  = 0.457, p  < .001), campus support ( β  = 0.143, p  < .05), and self-efficacy ( β  = 0.551, p  < .001) positively affected student satisfaction with major, showing H1 , H3 , and H5 were supported. However, no significant impact of perceived curriculum ( β  = 0.082, p  = .366) and campus support ( β  = 0.150, p  = .052) on perceived career readiness were found, which indicated failing to support H2 and H4 . Instead, self-efficacy had a positive impact on perceived career readiness ( β  = 0.466, p  < .001), supporting H6 .

Results of structural equation modeling.

Structural estimates.

Note. * p  < .05, *** p  < .001.

5. Discussion and implications

5.1. key findings.

This study investigated hospitality and tourism management students' satisfaction with their major and their career readiness amid the COVID-19 pandemic. The findings of this study demonstrated that students’ self-efficacy is the most important predictor of their satisfaction with the major, followed by perceived curriculum and campus support. This result is consistent with the previous studies (e.g., Kim & Lee, 2014 ; Komarraju et al., 2014 ; Lee et al., 2021 ; Lent et al., 2007 ; Park et al., 2018 ), which shows that students with higher self-efficacy tend to be more satisfied with the major. In particular, this finding corroborates the assertion of Lee et al. (2021) that self-efficacy encourages hospitality and tourism management students to maintain their commitment to their majors in the face of the COVID-19 pandemic.

In addition, one of the significant findings in this study is that perceived curriculum positively affects students' satisfaction with the major. This result aligns with the results of previous studies ( Ayanbode et al., 2022 ; Farahmandian et al., 2013 ; Martirosyan, 2015 ; Zhou et al., 2021 ), which proved that perceived curriculum quality or various course offerings plays an important role in students’ satisfaction with their major. This finding confirms that a redesigned curriculum for the crisis situation still contributes to student satisfaction with the major.

Moreover, this study confirmed the positive impact of campus support on student satisfaction with their hospitality and tourism management major, which indicates that university-level support can be a source of students' satisfaction with their major in an unpredictable learning environment. The current finding corresponds with an existing study conducted by Tessema et al. (2012) , which proved that a university level of support enhanced college students’ satisfaction with the major. As such, this study shows that campus support is still an important predictor of student satisfaction with the major regardless of service delivery format (e.g., remote, face-to-face, hybrid) during the COVID-19 pandemic.

Regarding career readiness, the current study identified the positive impact of students' self-efficacy on career readiness, which agrees with the extant findings (e.g., Guo & Ayoun, 2022 ; Lee et al., 2021 ; Mahmud et al., 2019 ), illustrating that self-efficacy increases students’ career readiness and career ambitions for a major-related career. This finding implies that self-efficacy helps students feel prepared for a hospitality career.

Surprisingly, the results of this study revealed that perceived curriculum had no significant impact on career readiness, which does not support the earlier findings (e.g., Jackson, 2019 ; Lee et al., 2021 ; Martinez et al., 2017 ). This inconsistency may be explained by the fact that hospitality program curriculums lacked hands-on classes, such as internships, field trips, and culinary lab, during the COVID-19 pandemic, which are included in the original curriculum, or shifted into virtual format ( Duncan, 2020 ).

Furthermore, the present study found that campus support insignificantly influences students' career readiness during the COVID-19 pandemic. This finding is inconsistent with the previous studies, which demonstrated the positive role of campus support in students’ career decision-making (e.g., Zhong et al., 2021 ). A possible explanation for this might be that campus support services (e.g., writing center, career center, counseling) are voluntary, indicating that students should engage by themselves. For example, a survey conducted by Inside Higher ED in 2021 revealed that only 15% of students took advantage of the campus support services during the COVID-19 pandemic, but they evaluated the experience negatively ( Ezarik, 2021 ). The survey identified the reason for students not to use the service was the online offering, and they preferred the traditional in-person services.

5.2. Theoretical implications

This study has several meaningful implications for the hospitality and tourism education literature. Notably, the current study adds to the growing body of literature on hospitality and tourism management student behavior in the face of a crisis situation, such as the COVID-19 pandemic. Moreover, by conducting an empirical study, previous qualitative findings on the hospitality and tourism management students' response toward the COVID-19 pandemic (e.g., Guo & Ayoun, 2022 ) were reinforced. In particular, this study contributes to the limited knowledge on hospitality and tourism management students’ satisfaction with their major and career readiness during the COVID-19 pandemic. Although hospitality and tourism management programs value the symbiotic link between theory and practice, opportunities to apply theory to a practical environment were limited during the pandemic. Thus, the perception and behavior of the students who experienced different curriculum and university operations under the severe crisis provide new insights into existing knowledge.

Additionally, to the best of our knowledge, this is the first study to focus perceived career readiness of the hospitality and tourism management students who experienced the dramatic changes to their learning environment during the COVID-19 pandemic. Although their learning experience largely differs from students who receive face-to-face learning, little research has examined the students’ perceived career readiness. Therefore, by providing a new understanding of perceived career readiness during the COVID-19 pandemic, this study made a unique empirical contribution to extant student career readiness literature in the hospitality and tourism management field.

Furthermore, this study provides the first comprehensive assessment of student satisfaction with their major and career readiness with micro-meso-macro levels of aspects. Specifically, individual level of attributes, self-efficacy, and departmental level, program curriculum, and university level, campus support, were explored as predictors to investigate diverse levels of aspects influencing student behavior related to their major loyalty and career decision-making, which helps full understanding of the hospitality and tourisms students.

5.3. Practical implications

This study revealed several significant findings which may inform hospitality management program design and serve as a reference for the program directors and other stakeholders involved in the curriculum development. Perceived curriculum, campus support, and self-efficacy were important indicators of student satisfaction with their major. Hospitality management administration should focus on these critical domains when conducting curriculum reviews and redesigning student support services.

First, the study results showed that perceived curriculum positively influenced student satisfaction with their major. Therefore, hospitality programs should educate the students on how the courses they are taking are designed to meet the industry's needs in line with the current trends. That could be done by communicating the relevance of program outcomes, course learning objectives, and content to students' professional goals. Moreover, faculty members should explain to the students how collaborative projects, written assignments, and oral presentations contribute to soft skills development. Also, inviting industry professionals as guest speakers can attest to the relevancy of the topics discussed. Another suggestion would be to invest in designing online courses with experiential learning and laboratory component, typically high-stakes ones for hospitality degrees, for seamless pivoting in case of a crisis similar to the COVID-19 pandemic.

Second, the study results indicated that campus support has a positive impact on student satisfaction with their major. When designing student support services for the post-pandemic era, hospitality programs should include academic support and well-being support stemming from the challenges of the COVID-19 pandemic. For example, the U.S. Department of Education offers grants under the umbrella of the Federal TRIO programs to higher education institutions aiming to increase college retention and graduation rates ( U.S. Department of Education, n.d. ). Among services eligible for grant aid are academic tutoring, counseling for personal, career, and educational information, mentoring programs, and others ( U.S. Department of Education, n.d. ). In line with the current study findings, such support services contribute to student satisfaction with the chosen major. Therefore, academic advisors and faculty members should encourage students to utilize student support services by distributing flyers, inviting student support staff to classes, and otherwise making students aware of such programs developed to support their professional and personal success.

Finally, the study results confirmed that self-efficacy was the strongest factor affecting student satisfaction. Thus, hospitality programs should promote building a culture of self-efficacy as part of the courses through frequent guidance and feedback, faculty members' supporting behavior, and other techniques such as peer modeling ( Ahmad & Safaria, 2013 ).

Moreover, the study results showed that perceived self-efficacy was the only significant factor affecting student career readiness. That finding is essential for hospitality programs because, according to the self-determination theory, fulfilling one's self-efficacy and self-actualization affects the individual's motivation, and faculty and staff play a crucial role in boosting it ( Deci & Ryan, 1985 ). Therefore, frequent guidance and feedback, the ability to observe others in the educational setting, and mastery in achieving short-term goals contribute to students' confidence in their ability to succeed in their chosen career path ( Ahmad & Safaria, 2013 ). Thus, hospitality programs must pay attention to this vital educational outcome helping students to develop a stronger sense of self-efficacy, which, in turn, reinforces their perception of career readiness. That could be done by increasing awareness of student self-efficacy among faculty members and student support staff by hosting workshops and creating learning communities. Furthermore, a hospitality program may consider mentoring seminars for students to increase self-efficacy and contribute to their future career success.

5.4. Limitations and future studies

Despite its meaningful findings, this study has limitations. The current study explored students' satisfaction with the major and career readiness during the COVID-19 pandemic as a cross-sectional study. However, universities' strategies and policies to manage the COVID-19 pandemic have changed during three years. Thus, longitudinal study would provide more in depth understanding of how students' satisfaction with the major and career readiness have shifted over time. Moreover, as this study focused on the individual, departmental, and campus levels of aspects affecting students' satisfaction with the major and career readiness, other influential factors, such as family and peer support and academic motivation, exist. Thus, further research is recommended to consider additional aspects which could affect students’ satisfaction with the major and career readiness. Additionally, the current study measured perceived career readiness instead of subjective knowledge and skills. It might provide different outcomes if career readiness is measured using objective knowledge and skills.

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UN Tourism and Hotelschool The Hague to drive innovation in hospitality

UN Tourism and Hotelschool The Hague, have agreed to partner around the development and execution of pioneering projects in the hospitality industry.

A new Memorandum of Understanding (MoU) aims to stimulate innovation and fresh ventures within the hospitality industry, promoting entrepreneurship and education while engaging in open innovation projects that can enhance the tourism industry, with a particular focus on hospitality. Currently, 20% of entrepreneurs of the UN Tourism Network are directly related to hospitality and are the most dynamic projects including a variety of stakeholders of the industry.

Building on the UN Tourism’s established innovation network, this agreement will further facilitate connections between startups and potential investors, as well as promote knowledge and skills through joint events, communication channels, and media interactions. This partnership not only underlines a commitment to a more sustainable future for the industry but also signifies a shared commitment to providing inclusive opportunities and memorable global student experiences, demonstrated through Hotelschool The Hague’s global Sustainable Hospitality Challenge.

Strong foundations for innovative future

Ms. Natalia Bayona, Executive Director of UN Tourism, expresses: “Unfortunately 90% of startups within the hospitality sector eventually do not succeed. A decent tourism education and knowledge of the hospitality sector is necessary to develop a disruptive and well-functioning product. Through our collaborative efforts, we aspire to alter this trajectory by offering a more robust foundation, fostering invaluable connections, and providing a conducive testbed for emerging startups. Given that technology now permeates 70% of tourism enterprises, it is imperative that these startups are seamlessly integrated into the ecosystem, connected with pertinent stakeholders, and afforded the opportunity to validate their solutions in real-world settings before embarking on a larger scale.

Ms. Regine von Stieglitz, President of the Board of Directors of Hotelschool The Hague says: “At Hotelschool The Hague, we provide our students with the perfect balance of theory, real-world experience and applied research to prepare them for a career in the hospitality industry. We develop leaders who shape our global industry and drive it to give back more than it takes. We are proud to join forces with UN Tourism. We fully embrace their vision to Foster Innovation in the Hospitality Industry. In fact, our Sustainable Hospitality Challenge is a student competition designed to enhance the evolution of sustainable practices in hospitality, aligning seamlessly with the objectives of UN Tourism.”

Hotelschool The Hague, founded and funded by the hospitality industry in 1929, provides high-quality education and cutting-edge research in the field of international hospitality management, with an emphasis on the transformation of sustainability and digitalization and on developing students into sought-after hospitality graduates who excel in leadership roles worldwide.

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• Masters Tournament experience a 'masterclass in hospitality' for Husker HRTM students

24 Apr 2024    

Earlier this month, students from the University of Nebraska-Lincoln's hospitality, restaurant and tourism management program traveled to Augusta National Golf Club to provide hospitality services at the 2024 Masters Tournament. The group of students traveled with Associate Professor and HRTM Program Director Ajai Ammachathram to the event April 4-16. It was the 10th time that Husker students have had the opportunity to help at the Masters. Three of those students - sophomore Abby Cantrell, junior Lydia Tobin and freshman Lyv Williams – share about their experiences in these blog posts.

Abby Cantrell – sophomore – Malcolm, Nebraska

The promise of unforgettable experiences is at the heart of the hospitality industry, and that is what the Masters Tournament provides: an unforgettable experience. It is a truly unforgettable experience for both the patrons and tournament employees. The exceptional level of service demanded fosters a unique learning environment for hospitality students nationwide. Since this was my second year working the Masters, I had the privilege of being the student lead from UNL. In this position, I had to coordinate with Augusta National’s representatives, our UNL faculty leader, Dr. Ajai Ammachathram, and the nine other UNL students who got to work the tournament.

We are sent to the tournament to work as servers or bartenders in the hospitality cabins and suites, and our focus is providing patrons with exemplary service that will enhance their Masters experience. However, our supervisors understand that this prestigious event provides us valuable learning opportunities and once in a lifetime experiences. Some highlights include acquiring new hospitality and communication skills from my experiences and supervisor’s expertise as a hospitality and event industry professional, building connections with my coworkers and patrons, walking the course during practice rounds, and seeing the iconic Amen Corner.

Skill development was a key takeaway from my experience. After working 10 days for 8-14 hours a day, I can say that I have enhanced my communication skills, flexibility, teamwork, and customer service skills. In addition, I now pay greater attention to detail because I saw firsthand how much the little details truly matter. A combination of my experiences in the cabin and around the beautiful course made for a memorable experience that will last me a lifetime. I am thankful for my time at Augusta National, and I hope to return next year!

Lydia Tobin – junior – Waukee, Iowa

My experience at the 2024 Masters Tournament was framed by azaleas, putting greens, and pimento cheese sandwiches. Augusta National Golf Club (AGNC), the backdrop for the tournament, is unlike anything I have ever seen. The exclusivity, privacy, and secrecy surrounding the club make it a mystery to the outside world. When I accepted my role as a server in one of AGNC’s hospitality suites, I had no clue what to expect. The more I researched and googled ahead of time, the more unclear my mental expectations became. All I had to go off of were stories from the servers that preceded me.

I recall the first morning on AGNC property, outfitted in my three-piece suit uniform (complete with a bowtie), and pulling up in front of a row of picture-perfect cottages. These cottages, which looked like they were straight off the cover of a Better Homes & Gardens magazine, were my place of employment for the next nine days. Little did I know on day one that the Flowering Peach Suite would be host to inside jokes with coworkers, sincere connections with patrons, and the truest sense of teamwork I’ve ever felt by day nine.

I’m walking away from this experience with essentially a masterclass in hospitality under my belt. Augusta National Golf Club’s high standard of service and impeccable reputation sets the Masters Tournament apart as such a highly regarded event, year after year. The melding of “Midwest nice” and “Southern hospitality” elevated my and my patron’s experiences. I feel lucky to have been selected to represent the University of Nebraska-Lincoln’s Hospitality, Restaurant, and Tourism Management program at this year’s Masters Tournament and I look forward to doing it all over again next April.

Lyv Williams – freshman – Columbus, Nebraska

The Masters Golf Tournament is an event that I never thought I would have the honor to experience. This opportunity felt like merely a dream until I was in the airport with the rest of the UNL hospitality students, eager to get to Augusta, Georgia. As a first-year hospitality student, I had no idea what to expect, apart from the exciting stories from returning students. From the moment we set foot on the grounds at Augusta National, we were not only met with beautiful sights, but also top tier hospitality. The first day was enough for me to know that I was going to have the best week with the most ambitious and hard-working group of people I have ever been a part of.

Reflecting now, my experience at the Masters exceeded my expectations. One of my favorite parts of the trip was growing close with likeminded individuals from schools across the country. With my amazing team I learned the importance of teamwork, attention to detail, and to always look out for one another. These skills, along with the technical skills that I developed while serving, are going to benefit me for the rest of my career. The best memories that I made were celebrating one another’s successes throughout the week no matter how small. On the eve of the very last day, my friends and I all went to dinner to celebrate our hard work. Making those unforgettable memories was so worth missing out on an extra hour of sleep!

Going into the week I was expecting the work to be difficult, but nothing was harder than saying goodbye to the wonderful people I made connections with at Augusta. Not only did I get to work alongside some of the most amazing individuals, but I also learned the most important part of hospitality: making meaningful connections with the guests. When asked about my favorite part of the Masters, it was without a doubt having the ability to put a smile on patrons’ faces. From an outside perspective my time spent at the Masters may have seemed like work, but to me it was so much more. The biggest takeaway I have is that hospitality is not just about service, it is about creating the best atmosphere and experience possible for the guests. That is precisely the reason I love this field of work so much, and why I cannot wait to pursue a career as a hospitality professional.

College of Education and Human Sciences News

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Watch: Isenberg Department of Hospitality and Tourism Management Presents Alumni and Industry Awards

The Department of Hospitality and Tourism Management in the Isenberg School of Management honored five industry luminaries with awards recognizing their impacts at the department’s Annual Awards Dinner April 2 at the Omni Boston Hotel at the Seaport.

Award recipients included:

Lifetime Achievement Awards Frank Guidara ’68, Restaurateur Will Guidara, Restaurateur and Author

Stephen Elmont Award Ilse Harley '88, Area Senior Vice President, Hotel Operations West, Four Seasons Hotels & Resorts

Distinguished Industry Leader Award Vera Manoukian, Chief Operating Officer, Sonesta International Hotels

Outstanding Young Alumni Award Stephanie Krawczyk ’15, Beverage Operations Manager, Marriott International Global US & Canada. 

Check out the video below and on the UMass Amherst YouTube channel for highlights from the event.  

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ISC Class 11th Hospitality Management Syllabus 2024-25: Download PDF for ISC Class 11 Hospitality Management

Isc class 11 hospitality management syllabus 2024-25: download the isc class 11 hospitality management syllabus for the academic session 2024-25 here. check out the complete revised syllabus to know the list of topics and project work prescribed for isc class 11 hospitality management..

ISC Class 11 Hospitality Management Syllabus 2024-25: The ISC Board has released the 2024–25 ISC Class 11 Hospitality Management syllabus. This article provides students with direct access to the Hospitality Management syllabus for class 11. The curriculum and syllabus for ISC Class 11 Hospitality Management are available for students to see and download here. The subjects majorily focus on basic management principles, knowledge of hospitality management and the services offered, etc. The syllabus is thoughtfully created, with appropriate topic elaboration. There are two components to the ISC class 11 Hospitality Management paper for 2024–2025: theory and project work. To know the entire syllabus, read the entire article: 

ISC Class 11 Hospitality Management Syllabus: Aims

• To develop an understanding of the different phrases used in hospitality.
• To develop an understanding of the basic management principles. 
• To equip candidates with knowledge of hospitality management and the services offered. 
• To enable candidates to distinguish between different departments of a hotel and to explain basic functions of each.
• To enable candidates to describe and explain professional skills required in hospitality. 
• To create awareness regarding the emerging trends in hospitality establishments. 
• To develop the ability to classify hotels and describe the facilities available. 
• To develop practical skills in operational areas for the hospitality industry.

ISC Class 11 Hospitality Management Syllabus Key Highlights

Isc class 11 hospitality management syllabus 2024–25, paper i: theory - 70 marks, paper ii: project work - 30 marks  , list of practical work to be done throughout the year:.

• Front office – standard guest phrases, telephone manners, guest handling, the guest cycle (role play). Demonstration and practice of the above through real time situations e.g. school functions.
• Accommodation operations – cleaning agents e.g. for public areas, flower arrangements (low-long, front open, ikebana, horizontal), projects on decor for public areas and guest rooms.

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Venice tests a 5-euro entry fee for day-trippers as the Italian city grapples with overtourism

Under the gaze of the world’s media, the fragile lagoon city of Venice launches a pilot program Thursday to charge day-trippers a 5-euro (around $5.35) entry fee that authorities hope will discourage visitors from arriving on peak days and make the city more liveable for its dwindling residents. (AP Video by Paolo Santalucia)

Stewards check tourists QR code access outside the main train station in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. The daytripper tax is being tested on 29 days through July, mostly weekends and holidays starting with Italy’s Liberation Day holiday Thursday. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment, while another 70,000 will receive exceptions, for example, because they work in Venice or live in the Veneto region. (AP Photo/Luca Bruno)

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Tourists line up to enter at the at St.Mark bell tower in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. (AP Photo/Luca Bruno)

A steward shows the QR code access outside the main train station in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. The daytripper tax is being tested on 29 days through July, mostly weekends and holidays starting with Italy’s Liberation Day holiday Thursday. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment, while another 70,000 will receive exceptions, for example, because they work in Venice or live in the Veneto region. (AP Photo/Luca Bruno)

Stewards check a tourist QR code access outside the main train station in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. The daytripper tax is being tested on 29 days through July, mostly weekends and holidays starting with Italy’s Liberation Day holiday Thursday. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment, while another 70,000 will receive exceptions, for example, because they work in Venice or live in the Veneto region. (AP Photo/Luca Bruno)

Citizens and activists confront police during a demonstration against Venice Tax Fee in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. The daytripper tax is being tested on 29 days through July, mostly weekends and holidays starting with Italy’s Liberation Day holiday Thursday. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment, while another 70,000 will receive exceptions, for example, because they work in Venice or live in the Veneto region. (AP Photo/Luca Bruno)

Tourists arrive outside the main train station in Venice, Italy, Wednesday, April 24, 2024. The lagoon city of Venice begins a pilot program Thursday, April 25, 2024 to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment. (AP Photo/Luca Bruno)

Tourists enjoy a ride on gondolas in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. (AP Photo/Luca Bruno)

Marco Bettini, director of Venis Informatics System, gestures as he talks to reporters at the police Venice control room, in Venice, Italy, Wednesday, April 24, 2024. The lagoon city of Venice begins a pilot program Thursday, April 25, 2024 to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment. (AP Photo/Luca Bruno)

Workers prepare the tourist tax cashier desks outside the main train station in Venice, Italy, Wednesday, April 24, 2024. The lagoon city of Venice begins a pilot program Thursday, April 25, 2024 to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment. (AP Photo/Luca Bruno)

Venice councillor Simone Venturini speaks with reporters in front of a tourist tax totem in Venice, Italy, Wednesday, April 24, 2024. The lagoon city of Venice begins a pilot program Thursday, April 25, 2024 to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment. (AP Photo/Luca Bruno)

Tourists enjoy a sunny day at St.Mark square in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. (AP Photo/Luca Bruno)

A citizen shows a ticket with the writing ‘Veniceland’ during a protest against Venice Tax Fee in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. The daytripper tax is being tested on 29 days through July, mostly weekends and holidays starting with Italy’s Liberation Day holiday Thursday. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment, while another 70,000 will receive exceptions, for example, because they work in Venice or live in the Veneto region. (AP Photo/Luca Bruno)

Citizens and activists stage a protest against Venice Tax Fee in Venice, Italy, Thursday, April 25, 2024. The fragile lagoon city of Venice begins a pilot program Thursday to charge daytrippers a 5 euro entry fee that authorities hope will discourage tourists from arriving on peak days. The daytripper tax is being tested on 29 days through July, mostly weekends and holidays starting with Italy’s Liberation Day holiday Thursday. Officials expect some 10,000 people will pay the fee to access the city on the first day, downloading a QR code to prove their payment, while another 70,000 will receive exceptions, for example, because they work in Venice or live in the Veneto region. (AP Photo/Luca Bruno)

VENICE, Italy (AP) — Under the gaze of the world’s media, the fragile lagoon city of Venice launched a pilot program Thursday to charge day-trippers a 5-euro ($5.35) entry fee that authorities hope will discourage visitors from arriving on peak days and make the city more livable for its dwindling residents.

Visitors arriving at Venice’s main train station were greeted with large signs listing the 29 dates through July of the plan’s test phase that also designated separate entrances for tourists, and residents, students and workers.

“We need to find a new balance between the tourists and residents,’’ said Simone Venturini, the city’s top tourism official. “We need to safeguard the spaces of the residents, of course, and we need to discourage the arrival of day-trippers on some particular days.”

Not all residents, however, are persuaded of the efficacy of the new system in dissuading mass tourism , insisting that only a resurgence in the population will restore balance to a city where narrow alleyways and water buses are often clogged with tourists.

Hundreds of Venetians protested against the program, marching festively though the city’s main bus terminal behind banners reading “No to Tickets, Yes to Services and Housing.” Protesters scuffled briefly with police with riot gear who blocked them from entering the city, before changing course and entering over another bridge escorted by plainclothes police officers. The demonstration wrapped up peacefully in a piazza.

Tourists arriving at the main station encountered almost as many journalists as stewards on hand to politely guide anyone unaware of the new requirements through the process of downloading the QR code to pay the fee.

Arianna Cecilia, a tourist from Rome visiting Venice for the first time, said she thought it was “strange” to have to pay to enter a city in her native country, and be funneled through separate entrance ways for tourists. She and her boyfriend were staying in nearby Treviso, and so downloaded the QR code as required. But she was still caught off-guard while soaking in her first view ever of Venice’s canals by the sight of the entrance signs and her boyfriend telling her to get out the ticket.

On the other side of the entrance ways, workers in yellow vests carried out random checks at the train station. Transgressors face fines of 50 to 300 euros ($53 to $320), but officials said “common sense” was being applied for the launch.

The requirement applies only for people arriving between 8:30 a.m. and 4 p.m. Outside of those hours, access is free and unchecked.

Tourists take pictures at the St. Mark square in Venice, Italy, Wednesday, April 24, 2024. (AP Photo/Luca Bruno)

Venice has long suffered under the pressure of overtourism, and officials hope that the pilot project can help provide more exact figures to better manage the phenomenon.

The city can track the number of hotel visitors, which last year numbered 4.6 million and is down 16% from pre-pandemic highs. But the number of day visitors, which make up the majority of the crowds in Venice, could only be estimated until recently.

A Smart Control Room set up during the pandemic has been tracking arrivals from cellphone data, roughly confirming pre-pandemic estimates of 25 million to 30 million arrivals a year, said Michele Zuin, the city’s top economic official. That includes both day-trippers and overnight guests.

But Zuin said the data is incomplete.

“It’s clear we will get more reliable data from the contribution” being paid by day-trippers, he said.

Venturini said the city is strained when the number of day-trippers reaches 30,000 to 40,000. On peak days, local police set up one-way traffic for pedestrians to keep the crowds moving.

Residents opposing the day-tripper tax insist that the solution to Venice’s woes are to boost the resident population and the services they need, limiting short-term rentals to make available more housing and attract families back from the mainland.

Last year, Venice passed a telling milestone when the number of tourist beds exceeded for the first time the number of official residents, which is now below 50,000 in the historic center with its picturesque canals.

“Putting a ticket to enter a city will not decrease not even by one single unit the number of visitors that are coming,’’ said Tommaso Cacciari, an activist who organized a protest Thursday against the measure.

“You pay a ticket to take the metro, to go to a museum, an amusement park. You don’t pay a ticket to enter a city. This is the last symbolic step of a project of an idea of this municipal administration to kick residents out of Venice,” he said.

Venice Mayor Luigi Brugnaro declared the launch day, coinciding with an Italian holiday, a success, registering 15,700 paying visitors, 50% more than anticipated.

More than 97,000 others had downloaded a QR code denoting an exemption, including to work in Venice or as a resident of the Veneto region. Hotels in Venice, including in mainland districts like Marghera or Mestre, provided a QR code for visitors to attest to their stay, which includes a hotel tax — accounting for 40,000 of those.

Venturini, the tourist official, said that interest in Venice’s pilot program has been keen from other places suffering from mass tourism, including other Italian art cities, and municipalities abroad such as Barcelona, Spain, and Amsterdam.

But Marina Rodino, who has lived in Venice for 30 years, doesn’t see the fee as the cure-all. Neighboring apartments in her residential building near the famed Rialto Bridge once inhabited by families are now short-term apartment rentals.

The corner butcher shop closed. Yet she noted that the new entrance fee requirement will still allow young people to flood the city in the evening for the traditional aperitivo, which can grow rowdy.

She was passing out mock European Union passports for “Venice, Open City,” underlining the irony of the new system, and challenging its legal standing with citations from the Italian Constitution guaranteeing its citizens the right to “move or reside freely in any part of the national territory.”

“This is not a natural oasis. This is not a museum. It is not Pompeii. It is a city, where we need to fight so the houses are inhabited by families, and stores reopen. That is what would counter this wild tourism,’’ Rodino said.

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" DIR: West; bigger nice evening sun but louder due to main street DIR:East; Quiter, very bright in the morning if sun rises "

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