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TRUVACE RECORD VERSION
record: TRV-2026-2493
version: 1
kind: certified
reason: Certified into the record
timestamp: 2026-11-12T07:42:32.613303Z
status: published
lens: p_space
sector: labor
headline: How AI negative feedback shapes employee appraisals and job crafting
dek: Artificial intelligence increasingly delivers workplace performance feedback, but responses to AI-delivered negative feedback remain unclear. Drawing on cognitive appraisal theory, we examine how feedback source is associated with job crafting through challenge and hindrance appraisals and whether these relationships depend on performance goal orientation. Study 1, a scenario experiment with 406 working participants, found that AI-delivered negative feedback elicited stronger challenge appraisal among employees…
gain_title: (none)
problem_title: In a scenario experiment with 406 workers and a daily study of 280 employees, AI-delivered negative feedback produced stronger hindrance appraisal among those high in performance-avoidance goal orientation.
trace_subject: (none)
gain_reading: (none)
gain_evidence: (none)
problem_reading: In a scenario experiment with 406 workers and a daily study of 280 employees, AI-delivered negative feedback produced stronger hindrance appraisal among those high in performance-avoidance goal orientation.
problem_evidence: stronger hindrance appraisal among those high in performance-avoidance goal orientation
quick_read: Two studies examined how employees respond when artificial intelligence, rather than a person, delivers negative performance feedback. In a scenario experiment with 406 working participants, AI-delivered negative feedback prompted stronger challenge appraisal among employees high in performance-approach goal orientation and stronger hindrance appraisal among those high in performance-avoidance goal orientation.

A second study followed 280 employees through 1,953 negative feedback episodes using daily experience sampling and replicated the patterns. The conditional indirect effects on promotion-focused and prevention-focused job crafting were significant in the first study.

The authors conclude that AI-delivered negative feedback is neither uniformly constructive nor threatening. Its links with job crafting depend on how employees appraise the feedback and on their goal orientations, which matters as AI increasingly delivers workplace performance feedback.
limitation: The first study used a scenario experiment, and the authors describe the findings as associations with job crafting rather than uniform effects of AI feedback.
tag: Evidence-backed problem
key_points: Study 1 was a scenario experiment with 406 working participants. | Employees high in performance-approach goal orientation showed stronger challenge appraisal of AI-delivered negative feedback. | Employees high in performance-avoidance goal orientation showed stronger hindrance appraisal. | Conditional indirect effects on promotion-focused and prevention-focused job crafting were significant in Study 1. | Study 2 used daily experience sampling of 1,953 negative feedback episodes nested within 280 employees. | Study 2 replicated the Study 1 patterns.
rundown: The research draws on cognitive appraisal theory to test how feedback source is associated with job crafting, through challenge and hindrance appraisals, and whether performance goal orientation changes those relationships.

Study 1 was a scenario experiment with 406 working participants. AI-delivered negative feedback elicited stronger challenge appraisal among those high in performance-approach goal orientation and stronger hindrance appraisal among those high in performance-avoidance goal orientation, with significant conditional indirect effects on promotion-focused and prevention-focused job crafting.

Study 2 was a daily experience sampling study of 1,953 negative feedback episodes nested within 280 employees, and it replicated these patterns. The authors report associations rather than uniform effects, finding AI feedback neither consistently constructive nor threatening.
sources:
- peer_reviewed | The Service Industries Journal | https://doi.org/10.1080/02642069.2026.2754018 | 2026-11-03
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