<![CDATA[Administrative science and human resource management are increasingly interconnected in explaining how public organizations achieve their objectives, deliver services, and maintain legitimacy. Public administration can no longer be understood merely as the arrangement of structures, procedures, and authority, while human resource management cannot be limited to personnel administration. Both need to be integrated as a system linking policy direction, organizational design, competencies, motivation, performance, learning, and technology. This study analyzes the integration of administrative science and human resource management in strengthening public organizational capacity and formulates an improvement agenda relevant to government institutions. A qualitative approach was employed through an integrative literature review and document analysis. The sources consisted of scholarly articles, international organization reports, regulations, and institutional publications issued between 2015 and 2022, verified through publisher websites, DOI records, and official portals. The findings indicate that public organizational capacity is shaped by the consistency of merit systems, workforce planning, competency-based recruitment, continuous development, performance management, empowerment, public service motivation, employee well-being, leadership, and data integration. Reform frequently fails when human resource instruments are implemented separately, driven by compliance, and disconnected from organizational results. This article proposes an integrated model that treats human resources as a strategic capacity, strengthens managers' roles as people leaders, simplifies indicators, connects performance with development and careers, and builds digital systems that support evidence-based decisions]]>
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