How are automation and robotics transforming work and employment in the healthcare sector? In light of the rapid development of artificial intelligence (AI), advanced robotics and automation in recent years, many researchers and industry leaders have used statistical models to predict that new technologies will increasingly replace human workers in professional sectors, including healthcare services. Some commentaries also tend to (over-)simplify the impact of technology on employment by suggesting what jobs will be the winners/losers in this wave of economic transformation. However, such dichotomous conceptualisation pays no attention to the organisational context in which technology is implemented and may conceal the variety of workers' experiences when working with new technology. In this article, we argue that the impact of technology on work and employment is not pre-determined; yet, it should be a combination of positive and negative experiences at work, which is highly contextualised in a specific workplace setting. Drawing on the social construction of technology (SCOT) theory, this article uses the colorectal department of an NHS Hospital in England as a case study. Over the decades, the National Health Service (NHS) in England has been a well-researched site for studying the implementation of new technology and its potential impacts on delivering healthcare services. Although past studies have significantly advanced our understanding of the values and boundaries of medical professionals and processes of change in healthcare organisations, their primary focus is on information technology (IT), and the healthcare workforce is often perceived to be a receiver of the change. The interaction between surgical robots and healthcare professionals, on the other hand, is minimally discussed despite the surging popularity of robotic surgeries in the UK in recent years. Furthermore, scant attention is paid to their work experiences in navigating changes brought by new technologies; this knowledge gap needs to be addressed as healthcare professionals' work experience is a direct contributor to their job motivations and the quality of services deliveredand has implication to the future of public healthcare system in society. This article aims to precisely fill this research gap by asking the following research questions. It tries to understand (1) what motivates healthcare professionals to adopt a new surgical robot? Also, (2) how does the implementation of a surgical robot impact healthcare professionals' work experience? Lastly, (3) what is the role of organisational management in determining how healthcare professionals experience such impact? This article is the first in-depth case study to look at the implementation process of the Da Vinci surgical robot in a British hospital. This article contributes to the timely debate around the future of work by investigating the implementation process of the da Vinci surgical robot system in the hospital and presenting its impact on healthcare professionals' work experiences in detail. The empirical basis of this article is formulated by 12 months of case study research at this hospital, supplemented by 20 in-depth interviews, multiple in-formal conversations, and on-site observations. This article demonstrates that both positive and negative experiences co-exist in the transformation of the workplace, and we argue that the management approach in the hospital plays an essential role in shaping how healthcare professionals experience the complexities of benefits and drawbacks during the implementation process, consequentially determining the impact of technology on their work experience. Most importantly, our findings indicate that the implementation of the new technology (i.e., the surgical robot) shows no displacement effect on the healthcare workforce in this hospital, which poses a new question to the technology displacement hypothesis advocated by some commentators.