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Digital transformation of human resource management (HRM) has reshaped traditional HR practices taking a step closer toward data-driven, effective and strategically integrated systems. The use of digital HR technologies- including HR information systems (HRIS), AI-powered recruitment tools, and predictive analytics- is becoming ubiquitous but empirical evidence on their effect on performance still is inconsistent. This conceptual study argues that the link between digital HR technology and key organizational outcomes is indirect, as it has been mediated through human-centric mechanisms. Based on the Technology Acceptance Model (TAM), Social Exchange Theory (SET) and Resource-Based View(RBV), the paper develops a sequential mediation framework that links technological implementation to performance outcomes through technology acceptance, employee empowerment and employee engagement. The proposed model contributes to theoretical integration by linking technological and behavioural perspectives and refocusing scholarly attention from adoption to value creation through employee-centric processes. The findings highlight the importance of aligning digital HR initiatives with workforce readiness, training and engagement strategies to get the most out of technological investment in practical terms.