The effect of organizational loyalty and organizational embeddedness on Adaptive performance: Moderating role of conscientiousness

The purpose of present research was to study the moderating role of conscientiousness in the effect of organizational loyalty and organizational embeddedness on adaptive performance. The research method was correlational and statistical population consisted of all employees of a big Industrial organization in Isfahan that among them 230 employees were selected via convenience sampling method. In this research a set of questionnaire consisting of organizational loyalty by Kumar and Shekhar (2012), organizational embeddedness by Michel et al. (2001), Conscientiousness dimension of NEO-FFI Questionnaire by McCrae and Costa (1992) and Adaptive performance by Charbonnier-Voirin and Roselle (2012) were used. Data were analyzed by use of Pearson’s correlation coefficient, stepwise and Hierarchical regression analysis. The results showed that Organizational loyalty, Organizational embeddedness and conscientiousness have a positive and significant effect on adaptive performance (p