Job Search Intentions Research Articles

PREDICTORS OF JOB SEARCH BEHAVIOR AMONG EMPLOYED AND UNEMPLOYED PEOPLE

This study investigated job search behavior and its predictors among employed and unemployed people. Ajzen's (1985) theory of planned behavior (TPB) was used to predict job search intention and behavior in both groups. In addition, we examined the indirect effects of several other variables (i.e., job satisfaction, organizational commitment, work valence, expectancy, and financial need). Data were collected in a 2‐wave longitudinal design, using a sample of employed individuals (N = 989) and a sample of unemployed individuals (N= 317). Results supported the applicability of the TPB in the 2 groups. The attitude‐intention‐behavior relationship was stronger in the unemployed group than in the employed group. The TPB variables partially mediated the effects of the additional variables studied.

Job search and the theory of planned behavior: Minority–majority group differences in The Netherlands

The labor market in many Western countries increasingly diversifies. However, little is known about job search behavior of “non-traditional” applicants such as ethnic minorities. This study investigated minority–majority group differences in the predictors of job search behavior, using the theory of planned behavior ( Ajzen, 1985). Data were collected in a two-wave longitudinal design among 697 temporary employees in The Netherlands. Results showed that the ethnic minorities' perceptions of social pressure predicted intentions to search for a (new) job more strongly than their personal attitudes did. The opposite was found in the native-Dutch group. Self-efficacy did not contribute to the prediction of job search intention. Job search behavior related significantly to job search outcomes, such as job attainment.

Women’s management, perceived job responsibility, and job search intention

The impact of manager gender on subordinates’ perceived job responsibility and intention to look for work was explored using a national sample of 1,825 supervisors employed in a variety of industries. After accounting for several covariates, results indicated that supervisors who had a female manager perceived lower job responsibility than did those who had a male manager. Results also showed that supervisors who had a female manager had higher intentions to look for work than did those who had a male manager. The causes and managerial implications of these findings are explored.

What kind of networking strategy advice should career counsellors offer university graduates searching for a job?

This study investigated the relationship between social networking and job placement of university graduates. It explored whether getting a job through social contacts is the consequence of an intentional investment in social capital or is related to the biographical and psychological characteristics of the job-seeker; to what extent job-search strategies are related to the chance of being offered a job; and, finally, the relationships between social networking, social support and psychological well-being. Results showed two different approaches to the process of job entry-use of formal or informal contacts in job-finding-which led to different patterns of job-seeking strategies and employment outcomes after graduation. Significant differences were found between use of formal and informal sources of help relating to graduates' job-search intention and confidence in using social networks to find a job. No significant relationship was found between use of different sources of help and psychological well-being. Implications for university guidance services are discussed.

The Search for Employment: Motivation to Engage in a Coping Behavior1

The search for employment was examined as coping through engagement in motivated behavior. A model predicting social networking and employer contact behavior was tested with a sample of persons anticipating college graduation. Proposed relations among behavioral antecedents were primarily drawn from Ajzen's (1985) theory of planned behavior, with the addition of cognitively appraised challenge. Structural equations analysis revealed general support for hypothesized relations among attitude, norms, perceived behavioral control, intentions, and behaviors. Cognitively appraised challenge partially mediated the effects of perceived behavioral control on job search intentions. Significant variance in job search attitude was attributed to a valence by outcome expectancy interaction. Findings may be useful in promoting job search efforts, as well as furthering theoretical delineation of the search process.

Pensions and job search: Survey evidence from unionized workers in canada

Research on the disincentives for quitting under employer-sponsored pension plans have limited generalizability as tests of the implicit contract thesis because of the way that job changing, pension back-loading, and plausible alternative explanations for pension effects have been operationalized. Using a unique data set that addresses some of these concerns, I find that pension back-loading and insecurity about the viability of a long-term employment contract are quantitatively the most significant determinants of job search intentions, followed by other seniority related benefits, such as vacation pay and shared investments in firm-specific training. No support for pension information, wage tilt, or efficiency wage arguments is found. Males and the better educated are also more likely to intend to search. Implications for theory, policy, and future research are discussed.

Conscientiousness, procrastination, and person-task characteristics in job searching by unemployed adults

The study examined the job-search intentions and subsequent behavior of 32 unemployed males and 32 unemployed females, median age of 43 years, in relation to conscientiousness and the lower-order trait procrastination and to rated person-task characteristics of importance, pleasantness, and competence regarding 14 job-search activities. At Time 1, conscientiousness was positively related to each of the person-task characteristics and to intentions to engage in the composite of job-search activities; trait procrastination was not. At Time 2, two weeks later, trait procrastination predicted self-reported job-search behaviors, controlling for initial intentions, with pro-crastinators exhibiting less job-search activity in the two week interim, compared to nonprocrastinators. Both conscientiousness and trait procrastination were related to a direct self-report measure of dilatory behavior. The three person-task characteristics were found to mediate the relation of conscientiousness to job-search intentions and to dilatory behavior. In addition, perceived task pleasantness moderated the relation of conscientiousness to job-search behavior, controlling for intentions, such that higher levels of conscientiousness were associated with increases in behavior only under conditions of low task pleasantness. Discussion centered on the prominent role of the person-task characteristics and on the place of conscientiousness and trait procrastination in predicting intentions and behavior.

Employee Responses to Performance Feedback from the Task

A large body of research has examined the effects of feedback on work attitudes and behaviors. However, the role of individual differences in feedback-response relations has not been as thoroughly examined. In this field study, the moderating effects of global self-esteem (SE) on the relationship between performance feedback from the task and several work attitudes and behaviors were examined. As predicted, SE interacted with the frequency of performance feedback from the task to account for significant amounts of additional variance in job performance, general job satisfaction, absenteeism, and job search intentions. Specifically, low SEs had lower performance, absenteeism, and job search intentions than high SEs in relation to frequent performance feedback from the task. High SEs reported greater job satisfaction than low SEs in response to frequent task-derived performance feedback. The discussion centers on the implications the findings have for future research and for human resource management.