Job Search: Predictors of Job Search Behaviour of Human Resources Managers

Introduction –The most basic rule of job search is job search behaviour. Job search behaviour is defined as the effort of the individual, time spent on various activities in order to find a job. In the current competitive labour market – the modern employment environment, where many employees who may have a temporary employment status, where the use of outsourcing is common practice, or where there are those who are under-employed, there is great importance in adopting a robust job search behaviour for job seekers. However, employees may have other factors that affect their job search behaviour. InTrusty, Allen, and Fabian (2019), various motivational categories were put forward. These seven different categories range from wanting to avoid undesirable situations in the workplace to finding better job search methods. Purpose –This article seeks to explain the data related to this research; it will focus on combining positive psychological capital with seven different sources of motivation, as categorised inTrusty et al. (2019). Methodology –The method that will be used for this article will consist of a semi-structured interviews, which were used as a vehicle to gather qualitative research and for data collection. The interview questions were prepared using the seven different categories of motivation as detailed byTrusty et al. (2019) and related literature to determine the job search behaviour of the employees. Findings –The findings will also include input from managers of human resources department employees, where job search behaviour was found to be high, indications suggest problems caused within the working environment, includes poor working relationships with colleagues and supervisors. Also the inability to optimise the skills of individuals and limited career progression opportunities are examples that effect job search behaviour and attitudes to work.