Artificial Intelligence (AI) is rapidly transforming work through automation, predictive analytics, decision-support systems, chatbots and other management. While these technologies can definitely reduce the daily workload, improve the decision support, support flexible work and facilitate learning, they can also incorporate technostress, job insecurity, algorithmic surveillance, role ambiguity and cognitive strain. This study studies recent secondary literature to understand how AI influences psychological, emotional and social dimensions of employee well-being through the Job Demands-Resources model, perspective and complementary socio-technical and human-centred views. The review results in a separate finding in which positive and negative consequences of AI are often evaluated separately and contextual possibilities are insufficiently integrated. It also identifies AI as a dual phenomenon: first it may operate as a job resource when it strengthens autonomy, competence and task support and second as job demand when implementation increases uncertainty, monitoring or technological pressure. Organisational support, leadership, digital ability, employee engagement, organisational culture and AI governance has raised to important contexts. The study concludes by providing that sustainable AI-enabled work requires human-centred implementation, employee participation, skill development, transparency and ethical resolution.