When negative feedback sparks gratitude: the moderating role of core self-evaluations

Purpose This study aims to investigate when negative feedback can elicit gratitude, which in turn fosters affective commitment. Drawing on the competing perspectives of self-consistency theory and self-affirmation theory, it further examines the moderating role of core self-evaluations. Design/methodology/approach We conducted a two–wave survey with 251 employees from a petrochemical enterprise in China. Findings Results showed that core self-evaluations significantly moderate the relationship between negative feedback and gratitude. Specifically, employees with low core self-evaluations were more likely to experience gratitude in response to negative feedback than those with high core self-evaluations. The indirect effect of negative feedback on affective commitment via gratitude was also significant and contingent on core self-evaluations. Practical implications This study suggests that negative feedback can be constructive, particularly for employees with lower core self-evaluations. Managers should therefore tailor feedback to employees' individual characteristics rather than assume that those with high core self-evaluations will always respond positively. Organizations should equip leaders with the skills to deliver negative feedback effectively, recognizing its potential to foster positive emotions and strengthen employees' affective commitment. Originality/value By highlighting the positive emotional and attitudinal outcomes of negative feedback under certain conditions, the study offers a more nuanced understanding of feedback dynamics. It also challenges the dominant assumption that high core self-evaluations are always a beneficial personal trait in the workplace.