These four papers are from a symposium on human resource development (HRD) in the United Kingdom. "HRD and Psychological Contracts: A Case Study of Lifelong Learning" (Graeme Martin, Judy Pate, Jim McGoldrick) explores the influence of a lifelong learning program on employee perceptions of their psychological contracts in a longitudinal case study of a major UK employer. "Comparing International HRD Practices and Experiences with Cross-Cultural Theories and Research: A Case Study of the Office for National Statistics" (Dana Bourland, Darren Short) highlights the importance of cultural issues to international HRD, identifies steps to bring international HRD organizations into line with theory, and raises issues for advancing those theories based on practitioner experiences."Management and Career Development in the UK in Practice" (Paul Iles) does the following: (1) discusses an open systems model of management and career development (MCD); (2) identifies determinants of the amount of in-company management training, its impact on the organization, the degree to which it has achieved its objectives, and determinants of the priority given to MCD; and, (3) explores changing roles and responsibilities in MCD. "Information and Feedback Seeking in U.S. and British Human Resources Development and Training Settings" (K. Peter Kuchinke, Darren C. Short) presents results from rating forms indicating differences in perception of teaching styles and source, frequency, and usefulness of information regarding performance feedback and learning objectives. It suggests adult learners self-regulate in learning situations to a greater degree than instructors anticipate. (YLB)