Human Resource Management (HRM) — personnel in traditional discussions — is of central significance to every nation as they strive to govern well and deliver services effectively. The evolution of HRM in the public sector from personnel administration to more strategic management has transformed mechanistic views of the enterprise to ones that are more organic, interactive and collaborative. Structural forms, though still widely present — and indeed, reinforced, by civil service systems — are now viewed as necessarily more flexible and pliant. At the same time, it is the nearly universal experience that these old forms remain highly resistant to change and pose a continuing challenge. Issues of leadership, performance, reward and expertise have been heightened by rapid technological change and information exchange. Reform of civil service systems has occurred or been attempted in most nations, with only modest success in most. Issues of ethics and corruption plague many nations. And yet, the people of the public service are arguably the most important resource of government. This collection provides articles and chapters that address the evolution, current state and potential future of HRM, both in terms of traditional origins and development in public administration and the more contemporary metamorphosis in public management and public policy. The articles are broadly comparative in perspective and include consideration of increasing globalization and inter-dependency among nations and their policies.