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<div><p>In recent years, an increasing number of companies have begun implementing digital-HRM. However, much of the existing research primarily discusses digital-HRM from a “thing” perspective or explores its consequences at the organizational level. There has been limited research focusing on individual employees, particularly on how digital-HRM impacts their psychological states and performance. Drawing on job demands-resources theory, this study examines the relationship between digital-HRM and employee innovative performance, as well as cyberloafing. We conducted a time-lagged study involving 487 employees across various industries in China and employed partial least squares path modeling. The results suggest that digital-HRM enhances employee innovative performance by increasing the sense of work gain, while it reduces cyberloafing by decreasing relative deprivation. Perceived ease of technology use was found to positively moderate these relationships. By rigorously investigating the critical psychological mechanisms of the sense of work gain and relative deprivation, and the essential boundary condition of perceived ease of technology use, this study aims to develop a comprehensive conceptual framework that deepens our understanding of how digital-HRM, as an emerging job resource in the digital era, influences employee behavior. Adopting a human-centered approach, the research theoretically extends the study of digital-HRM’s impact at the individual level and finds that digital-HRM influences employee performance in a mutually beneficial manner. These findings provide practical insights for organizations to actively implement digital-HRM and maximize its benefits.</p></div>