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Background: Artificial intelligence (AI) is a booming sector that has profoundly influenced every walk of life, and the education sector is no exception. In education, AI has helped to develop novel teaching and learning solutions that are currently being tested in various contexts. Businesses and governments across the globe have been pouring money into a wide array of implementations, and dozens of EdTech start-ups are being funded to capitalise on this technological force. The penetration of AI in classroom teaching is also a profound matter of discussion. These have garnered massive amounts of student big data and have a significant impact on the life of both students and educators alike.

Purpose: The prime focus of this chapter is to extensively review and analyse the vast literature available on the utilities of AI in health care, learning, and development. The specific objective of thematic exploration of the literature is to explicate the principal facets and recent advances in the development and employment of AI in the latter. This chapter also aims to explore how the EdTech and healthcare–education sectors would witness a paradigm shift with the advent and incorporation of AI.

Design/Methodology/Approach: To provide context and evidence, relevant publications were identified on ScienceDirect, PubMed, and Google Scholar using keywords like AI, education, learning, health care, and development. In addition, the latest articles were also thoroughly reviewed to underscore recent advances in the same field.

Results: The implementation of AI in the learning, development, and healthcare sector is rising steeply, with a projected expansion of about 50% by 2022. These algorithms and user interfaces economically facilitate efficient delivery of the latter.

Conclusions: The EdTech and healthcare sector has great potential for a spectrum of AI-based interventions, providing access to learning opportunities and personalised experiences. These interventions are often economic in the long run compared to conventional modalities. However, several ethical and regulatory concerns should be addressed before the complete adoption of AI in these sectors.

Originality/Value: The value in exploring this topic is to present a view on the potential of employing AI in health care, medical education, and learning and development. It also intends to open a discussion of its potential benefits and a remedy to its shortcomings.

In Britain there has been, during the last five years, an explosive expansion in the number of training officers employed in industry, commerce and business. Because of the Industrial Training Act these men — and women — have had, often without experience, to initiate and maintain action in the training field within their own firms. The tendency has been for them to put a disproportionate effort into the paperwork required by the inaugurating of the new national system through the Industry Training Boards. This was quite inevitable and understandable. The danger is in allowing this situation to continue too long. We need a more balanced view of the training officer's job and his contribution to the firm. This analysis will, in its turn, be reflected in the type of person recruited into the training function. As a means of starting off the continuing dialogue on this issue in this journal the editor thought it would be valuable to get some expert from abroad to comment on the nature of the training officer's job and its place in the company. Accordingly he invited Dr LEONARD NADLER, a well‐known figure in the training world in the United States, to contribute. Dr Nadler is a member of the staff of George Washington University which has a high reputation in the field of training and manpower development.

Presents an examination of human resource development (HRD) in the Irish hotel industry and focuses primarily on the case of the small firm as part of a larger study examining best practice HRD within the Irish hotel sector. HR utilisation has clearly become a critical feature for those firms where HRs are potential assets in the search for competitive advantage; this is particularly pertinent for the hotel industry. Almost every hotel firm claims to be people‐oriented and to believe in HRD. In practice, however, a much smaller number follow through on these claims. All in all, it is clear that many employers in the hotel industry still have to be convinced of the benefits to be derived from HRD. Current research suggests that small hotel firms tend to favour informal training methods and usually value training which is specific to the job in question. In addition, HRD activity is almost exclusively directed at the solution of immediate work problems rather than the long‐term development of people. Where a more strategic HRD approach is adopted, the most significant driving force is the importance placed on training and learning by owner‐managers. Their positive attitude and belief in staff development is a key feature. Concludes that until the connection between sound HR practices and organisational success is firmly rooted in the mindset of the hotel industry, HRD will not gain the status it deserves.

The cost of money has changed the organisational world in very fundamental ways. Management practice too often fails to reflect those changes. Until managers begin to understand the magnitude of these changes America will continue to be marginally productive in the face of economic competitors. American managers should make non‐managerial employees partners in an effort to create productive, effective organisations. Work must be planned at levels of detail which allow individuals and groups to know precisely what is expected of them, and what conditions will exist when they have performed them satisfactorily. Major challenges for human resource development and a new paradigm for workplace leadership are discussed.

Uses a rich academic and professional literature to demonstrate that the rise and plateau of the US quality movement was the outcome of a complex senior management decision process that extended well beyond the problem of closing a quality gap between US and Japanese competitors. Firms in many industries adopted quality programs to solve simultaneously several problems more serious than quality. The managers of these same firms later revised their strategic agendas by replacing quality with new programs that addressed emerging problems that demanded their attention and resources. The conclusions of this research will help senior managers in many countries to decide whether to commit resources to support new managerial movements, and if so, to determine when to commit these resources.

Participative management is still hard to sell in the post‐Soviet world with its 50‐year tradition of ruthless authoritiarianism, fear and mistrust. The authors heard repeatedly that what Western consultancies offered was often rejected outright because there are too few antecedents in the Central and Eastern European experience for people to find Western management techniques credible or culturally congruent. Consequently, an attempt is made to cull from 100 years of management theory “conceptual stepping stones” that could lead to the accommodation of the participative methods that have proved to be success‐ and profit‐producing. Recommendations are presented for a CEE‐specific manager development model.

A popular line we frequently hear in our society today goes something like, “When you understand where he's coming from, then what he does makes sense”. The implied message is that a relationship exists between belief and behaviour; that is, the assumptions we have about life colour, our perception of our environment and shape our actions in our environment. The importance of the linkages among assumptions, perceptions and action cannot be overstated.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.