The implementation of human resource (HR) practices (HRPs) is increasingly regarded as a cornerstone in the achievement of overall HRM effectiveness. This article addresses the role of the HR department in contributing to line managers' (LMs) effective implementation of HRPs. It does so by comparing the actions of HR departments in both effective and ineffective implementation processes in different firms. Its findings reveal that HR departments can make a difference by taking initiatives that foster LMs' implementation abilities, motivation and opportunities, such as deploying in‐the‐field HR specialists, framing practices in appealing ways, involving LMs in the development of HRPs and seeking CEO support, among others. By fleshing out these HR initiatives and linking them to the AMO framework, we build an inductive model that offers a more nuanced view of what HR departments can do to have their proposals effectively implemented by LMs.

Older workers make up a growing proportion of the workforce, and research on how best to manage them is being conducted accordingly. Here, we explored the employee retention payoff of high‐performance work systems (HPWS) and flexible work programmes (FWPs) when used with an older workforce. Drawing from the job demands‐resources model, we hypothesised that HPWS retention outcomes decrease as the workforce ages, whereas the retention capacity of FWPs increases. We also explored how the parallel provision of HPWS and FWPs affects workforce retention in more ageing workplaces. The results suggest that workforce age composition affects the HPWS‐retention relationship. However, the value of FWPs as retention tools does not vary significantly with workforce ageing. Furthermore, the provision of FWPs alongside HPWS appears to be a less‐than‐optimal approach to this retention. These findings may contribute to a better understanding of the HRM‐performance relationship, while inspiring further research into successful age‐differentiated HR strategies.

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On the basis of the sense-making and sense-giving literature, this study addresses factors helping the HR function gain greater acceptance by employees for its proposals and innovations. Using an original sample of 298 employees from nine firms in Spain, we find that HR department credibility is only one of the factors that influence employees' acceptance. Other essential elements are top management and supervisor support. We also investigate the consequences that differential levels of support from supervisors and top managers can have for the acceptance of HR innovations, and we find that supervisor support carries more weight than that of top managers. Finally, we explore variations in the importance of the HR function credibility as an acceptance enabler under different organizational innovation climates. The results suggest that HR credibility plays an essential role independently of climate.