This document contains three papers on human resource development (HRD) and trust in organizations. "Organizational Trust: An Orientation for the HRD Practitioner" (Christina L. Lafferty, Brad D. Lafferty) reviews research on organizational trust that was conducted with a focus on cognitive-based theories, affect-based theories, and combined cognitive- and affect-based theories. The paper explores what studies based on these theories have contributed to HRD knowledge about the mechanisms of organizational trust and the relationship between organizational trust and performance. "A Conceptualization of Interpersonal Trust in the Workplace" (Sandra L. Williams) examines the existing literature on interpersonal trust in the workplace and develops a conceptual framework for understanding interpersonal trust in work settings. The framework includes consideration of the multidimensional characteristics of personal trust as well as the antecedents to and outcomes of interpersonal trust. "Organizational Trust and Attachment to an Immediate Leader: A Pilot Study" (Colleen E. Duffy, Christina L. Lafferty, Brad D. Lafferty) reports on a pilot study that examined the organizational trust scores of individuals having positive attachment to an immediate leader and demonstrated that attachment to an immediate leader does not significantly affect organizational trust scores. All three papers include substantial bibliographies. (MN)