Service is entering a 2.0 transformation where service no longer simply involves customer-employee interactions, but customer-technology-employee interactions. However, previous literature predominantly focuses on customers from a marketing approach, failing to incorporate employees' perspective in the face of technology-enabled changes in a service encounter. Building on Job demand-resource model, this study proposes mobile applications as a job resource and examines their impact on restaurant employees. This study conducts interviews and qualitative content analysis in Study 1 and further employs a 2 × 2 between-subjects experimental design in Study 2. The results indicate that mobile orders may assist frontline employees to invest less cognitive and emotional effort, even in the condition of higher order complexity, leading to enhanced employee workplace well-being. This study newly introduces mobile apps as job resources and a potential way to improve employees’ well-being at work. This study contributes both JD-R and the well-being literature with practical implications.

服务正在进入 2.0 转型，服务不再简单地涉及客户与员工的互动，而是客户-技术-员工的互动。然而，以前的文献主要从营销方法关注客户，未能将员工的观点纳入服务遭遇中面对技术支持的变化。本研究以工作需求资源模型为基础，提出将移动应用程序作为一种工作资源，并检验它们对餐厅员工的影响。本研究在研究 1 中进行访谈和定性内容分析，并在研究 2 中进一步采用 2 × 2 受试者间实验设计。结果表明，移动订单可以帮助一线员工投入更少的认知和情感努力，即使在更高阶的复杂性，从而提高员工的工作场所幸福感。这项研究新引入了移动应用程序作为工作资源和提高员工工作幸福感的潜在方法。这项研究对 JD-R 和幸福文献都有实际意义。