The purpose of this study is to understand the effect of new retail employee technology on retail frontline employees’ well-being. Using the job demand-resource model, this study focuses on the impact of retail technology-specific job demands (cognitive load, fear of public failure, information distrust) and job resources (employee training) on employees’ burnout and work engagement. This study uses multi-level modeling to test hypotheses with responses of 487 US retail employees with experience of using retail employee technology as part of their job. Results show that job demands led to increased burnout and job resources led to enhanced work engagement. Further, job resources buffered the impact of cognitive load on burnout. However, job demands did not predict weaker work engagement. Rather, the cognitive load was positively associated with work engagement, which may be due to the complex nature of stressors. The findings extend the prior job demand-resource model and provide comprehensive insights for retail managers.