This document consists of three symposia papers on human resources development (HRD) in Asia. "The Impact of Action Learning on the Conflict-Handling Styles of Managers in a Malaysian Firm" (Antony Hii, Michael J. Marquardt) presented results of a quantitative study of a three-month action learning program on managers' conflict-management skills. The statistical analysis showed a significant increase in the desired integrative style of handling conflict in the participating group. "What Is It Like To Be an HRD Practitioner in Taiwan?" (Ya-Hui [Bella] Lien) describes the results of an interpretive study of the "lived experiences" of HRD practitioners. The following three major themes about HRD in Taiwanese work culture were introduced: (1) HRD is an aspect of human resources management (HRM); (2) HRD is equated with training; and (3) HRD success relies on the vision and support of top management. The final paper, "Role of Public Sector Agencies in National Human Resource Development: A Study of the Expectations of Singapore-Based Companies" (A. Ahad M. Osman-Gani) describes the importance of strategic HRD in Singapore's transition from an industrial-based to a knowledge-based economy. The study found that involvement from companies in all sectors was crucial for the success of national HRD programs. (The papers contain reference sections.) (CG).