An Empirical Study Of The Relationship Between Employer Brand And Employees’ Extra-Role Behavior

With the advent of the knowledge economy, employees’ extra-role behavior especially organizat ional citizenship behavior in organizational practices has become a key factor in keeping the core competitiveness of enterprises. Positive organizat ional citizenship behavior can promote organization to develop rapidly and healthily, and negat ive counter-productive behavior will reduce the work efficiency and hinder organization advance. In addition, a relevant survey shows that deliberately absenteeism and counter-productive behavior is widespread in management practices, this behavior increasingly threaten the healthy development of the organizat ion. It suggests that employees’ extra-role behavior in the workplace puts forward higher requirements to modern enterprise.Good employer brand can meet the needs of employees in compensation and benef its, career development and corporate culture and so on. It could stimulate their ownership, encourage employees to take the initiative to care for organizat ional destiny, voluntarily pay extra effort to achieve organizat ional goals, employees will do more organizat ional citizenship behavior and consciously reduce or inhibit the counterproductive behavior. The nature of the employer brand is that companies make and implement a commitment "to create a unique work experience". Employee who experiences the favor from his employees usually care more about the enterprise, he can even sacrifice his own interests for the sake of the enterprise’s interests, conducting more organizational citizenship behavior in return for his enterprise’s favor. At the same time, he would enhance his ability of self-restraint experience in order not to bring about loss for the enterprise due to his lapses. In the transitional period of economies, the importance of employer brand in managing employees’ extra-role behavior is highlighted and it is becoming a new concept and tool in the competition to win.The relationship between employer brand and extra-role behavior has attracted much attention of academia and management field. Compared with foreign, the research of employer brand and extra-role behavior in China is still in the development stage, and the achievements have been f ew, the depth and breadth of the relevant study needs to be further excavated.This paper aims to understand the current status of employer brand and extra-role behavior in Xinjiang, especially in the north of Xinjiang. It focuses on exploring the impact of employer brand and specific dimensions on employees’ extra-role behavior. Firstly, by reviewing previous studies, systematically tease out the theory of employer brand and extra-role behavior, in order that it can provide theoretical support for the follow-up to explore the relationship between them. Secondly, based on social exchange theory and following the "cognit ive- att itude- behavior" model, this paper elaborates on the inf luent ial mechanism of employer brand and extra-role behavior. Finally, through the questionnaire survey of enterprise in the north of Xinjiang and the correlation analysis and regression analys is of 400 valid questionnaires by spss19.0.The main conclusions were showed as follows: first, total compensation has a signif icant positive impact on organizational citizenship behavior and signif icantly negat ive impact on counter-productive behavior. Second, career development has a signif icant positive impact on counter-productive behavior and signif icantly negat ive impact on organizat ional cit izenship behavior. It is in contrast with research hypothesis, its cause will be given in discussion and analys is parts. Third, job itself is related to organizat ional cit izenship behavior but the posit ive impact is not signif icant, thus the negative impact on counter-productive behavior is obvious. Forth, corporate culture has relationship with extra-role behavior, but the impact is not significant. Fifth, like total compensation, brand strength has the same impact on extra-role behavior.On the basis of empirical conclusions and combined with our cultural and organizat ional contexts, the purpose of this paper is to provide policy suggestions for enterprise managers to enhance the employer brand, manage employees’ extra-role behavior and encourage their employees to implement more organizational citizenship behavior.