The purpose of this research is to investigate the innovation process in municipal personnel offices by answering three questions. What factors are related to the innovativeness of personnel offices? What factors are involved in the diffusion of personnel innovations from one city to another? What intraorganizational processes are involved in the decision to adopt personnel innovations? This research focuses on ten innovations selected by a panel of both personnel academicians and practitioners. Data collection involved a mail survey sent to all cities over 25,000 in the Chicago and Dallas federal regions and in-depth interviews with personnel directors in twenty-two cities. The implications of this research are both practical and theoretical. Officials interested in more complete innovation diffusion would do well to stress the nonradicalness of the change and any applicable governmental mandates. Federal, state, and regional governments can obviously improve both the availability and applicability of personnel information. In terms of theory, the research offers support to both the rational and power-based models of decision making and change, although the latter seems most appropriate in explaining radical change.