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Business organizations are currently facing a significant number of challenges owing to the advances in information and communication technologies, and the emergence of knowledge-based economies around the globe (Park, Gardner, & Wright, 2004; Ramírez & Tejada, 2020). Consequently, the adoption of new collaborative technologies in the business process plays a distinctive role in helping firms survive in the global competitive market (Arefin & Hosain, 2019). In the human resource management domain, information technology (IT) based human resource (HR) practices, known as human resource information systems (HRISs) have already replaced conventional HR practices (Alam, Masum, Beh, & Hong, 2016). Organizations in advanced countries have long been aware of HRIS and intensified their adoption of it by recognizing its short- and long-term benefits, whereas developing countries have acute limitations to their adoption of HRIS due to diverse socio-economic factors (Heikkilä, Brewster, & Mattila, 2014; Noutsa, Kamdjoug, & Wamba, 2017). However, academics, researchers, and entrepreneurs in developing nations are now showing great interest in identifying the dominant behavioral antecedents to the adoption and implementation of HRIS by understanding the extent of its state-of-the-art application in organizations (Al-Dmour, 2020). HRIS is a technology-driven information system that assists in collecting, accumulating, maintaining, retrieving and disseminating an organization’s HR information, allowing it to perform its HR functions in an integrated way (Kavanagh & Johnson, 2017). It can be applied to execute several HR functions such as job analysis, human resource planning, recruitment, selection, training and development, performance appraisal, succession planning, and payroll management in a precise way (Scupola & Pollich, 2019). In addition, HR professionals can apply HRIS to generate periodical compliance and regulatory reports, manage the profit-share process, conduct analysis of skills inventories and development, and administer pension plans, compensation and benefits (Al-Dmour, 2020). Several empirical studies have reported that the application of HRIS reduces firms’ overall administrative costs, increases productivity and strengthens the decision-making process (Noutsa et al., 2017). Therefore, it is argued that the extensive adoption of HRIS makes HR professionals’ jobs simpler, which allows them to put more effort into transformational HR activities. These types of IT-based paperless HRIS activities have replaced the traditional personnel management, resulting in a synergetic impact on firms’ operational excellence and encouraging the agility of sustainable performance goal achievement (Hosain, Manzurul Arefin, & Hossin, 2020; Maletic, Maletic, Dahlgaard, Dahlgaard-Park, & Gomišcek, 2015).