job search behavior model: examination on job search ... · job search behavior model: examination...

International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014

284

Job Search behavior model: Examination on Job Search Motivation.

Noor Awanis Muslim ,

University TenagaNasional, Malaysia

David Dean and David Cohen,

Lincoln University,

New Zealand

Abstract

Today's employees are more career conscious than ever. They are demanding more in terms of personal growth

and development. Organizations that fail to allow employees to meet their individual needs will be losing

valued employees.

Past literature reveals that intrinsic and extrinsic motivation factors are able to generate feelings of happiness

amongst employees. Many researchers observe that their happiness lead to good job performance; helping the

organization in achieving its goals efficiently and effectively. This is because happiness indicates the increase

of employees’ motivation level. Motivation has received great attention from many past researchers. The

outcomes from these researches perhaps helping the enhancement of the organization

The absence of happiness switch them to search for alternative job. They switch careers to be happier. Failing

meeting employees' expectations caused decreasing level of motivation ultimately contribute to increased job

dissatisfaction. However, motivating factors vary across employees. This variation exists because the

employees have different needs and expectations to achieve.

In relation with this reason, this research aims to examine the job motivation factors across supervision level

responsibility. The process of digging out the real job motivation factors may help avoid job dissatisfaction and

to increase happiness among the potential employees. The findings of this research will contribute

theoretically and practically to the job search motivation field.

Keywords: job dissatisfaction, job supervision responsibility, motivation to search

Introduction

The absence of job satisfaction lead individuals to search for a new job [1]. Job search is a way to

improve employee‟s employment conditions in one‟s current organization [2]. Previous researches observe that

individuals (employees), motivations and job related information are able to influence job search

behaviour[3],[4], [5], [6], [7], [8]. Job satisfaction can be definedas “the pleasurable or positive emotional state

resulting from the appraisal of one‟s job or job experiences [9]. Many employees respond to searching for

mechanisms that allow to increase their satisfaction [5], [6], [7]. However, the lack feeling of job satisfaction

probably leads to job search [3], [4], [8]. The lack of job satisfaction is derived from such as factors: unmet

expectations due to inaccurate information obtained at entry [10], the absence of person-organization fit: lack of

congruence between employees‟ personalities and organization attributes [11] and low salaries offered and

difficult working conditions [12].


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Dissatisfaction varies among employees because of the different values and expectations they have

towards their jobs [13] including differs across employees‟ level and occupation [3], [14]. Furthermore, [9]

suggests that needs exist regardless of what the employees want and values are subjective, depending on how

employees interpret situations. He also highlights that employees have the same basic needs but differ in what

they value, which leads to a variation of expectations. He adds that “what the job provides” and “what an

employee needs” also contribute to job satisfaction. If the “what job provides” does not fulfill the “what an

employee needs”, job dissatisfaction is the likely result. Therefore, employees (individuals) play a role in

determine job search behaviour.

In relation to the above mentioned, each employees were driven by different motivations in searching

for alternative jobs [13], [9]. Motivation can be defined as strong desire and energy to achieve something; a

process that guides an individual in generating a good impression on others [15],[16],[17],[18]. For the purpose

of current research, job motivation is used and the factors that were involved such as the job itself or the job

conditions [19].[20][21],[22].

Literature review

Job satisfaction to job dissatisfaction

Job satisfaction is a well research topic in such fields as industrial-organisational psychology, social

psychology, organisationalbehaviour, personnel and human resource management and organisational

management [5][23]. The topic of job satisfaction has attracted worldwide interest due to its ability to explain

the attitudes of individuals towards their works. It has also contributed to the understanding of well-being in a

society and recently, improving the well-being in a society. For example, [24] focus on related issues such as

happiness and economics, job security [25] and job rewards [26].

The issue of employee job satisfaction is a critical factor to any organisation[23][27]. It represents the

health of an organisation. This is because the quality of services that are offered by the organisation largely

depend on the job satisfaction experienced by employees. Job satisfaction refers to the overall evaluation and

the emotions employees have towards work roles they are currently occupying.

Definitions of job satisfaction are varied. After reviewing the published works, [9] concluded job

satisfaction as “ a pleasurable or positive emotional state resulting from the appraisal of one‟s job or job

experiences” (p. 1304). He suggests that the individual‟s reaction reflects both cognition-value discrepancy and

value importance. He also adds that the impact of weighting individual‟s response to various job satisfaction

factors by value importance would be redundant and unnecessary since importance is already reflected in the

responses to job satisfaction factors.

Previous research findings suggest that needs, values and expectations of individuals, job characteristics

and its context are the determinants of job satisfaction [9][27]. [9 suggests that needs exist regardless of what

the employees want and values are subjective, depending on how employees interpret situations. He also

highlights that employees have the same basic needs but differ in what they value, which leads to a variation of

expectations. He adds that “what the job provides” and “what an employee needs” also contribute to job

satisfaction. If the “what job provides” does not fulfill the “what an employee needs”, job dissatisfaction is the

likely result. Dissatisfaction varies among employees because of the different values and expectations they

have towards their jobs[13].


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Types of occupations and job satisfaction

The previous section shows that employees‟ values and expectations differ depending on the fit between

what their job provides and what they need from it. Dissatisfaction also differs across employees‟ level and

occupation. For example, managerial staff and engineers are more likely to be dissatisfied with salary and about

the job itself, whereas technicians and clerical staff are more likely to be dissatisfied with current working

conditions [3][14]. These examples clearly show that staff at different levels of responsibility of job may feel

and think differently towards their needs and wants. Unfulfilled needs and wants motivate employees to search

for new jobs.

[28], reveals that level of satisfaction is varied depending on employees‟ needs and values. His study

suggests that white-collar employees are satisfied when their intrinsic rewards are fulfilled as compared to blue-

collar employees who are more satisfied when their extrinsic rewards are fulfilled. He also adds that the level

of education tends to influence the level of satisfaction. [29], explains that education is the one most important

factor that influences employees‟ aspiration in their work process. The more education a person has received,

the greater the need for control and creativity. Besides education, intelligence, personality and occupation itself

are important factors that influence employees‟ aspiration. Furthermore, he notes that white-collar and

professional work involves more variety, control, purpose and responsibility than blue collar.

[30], examine job satisfaction with the teaching profession. They found that factors that influence job

satisfaction amongst teachers dominated by school context such as value consonance, supervisory support,

relations with colleagues, relations with students‟parents, time pressure and discipline problems. Job context

play a role in providing satisfaction to this group.

Motivations

Many contemporary authors have also defined the concept of motivation. Motivation has been defined

as: the psychological process that gives behaviour purpose and direction [15]; a predisposition to behave in a

purposive manner to achieve specific, unmet needs [16]; an internal drive to satisfy an unsatisfied need [31]; the

will to achieve [32]; and including the recent one below.

For example, [17] divided the definition of motivation into three parts: (1) dealing with the drive or

energy behind individual (s) action, as individuals are guided by their interest in making a good impression on

others, doing interesting work and being successful in what they do, (2) referring to the choice people make and

the direction their behaviour takes, (3) dealing with maintaining behaviour and clearly defining how individuals

persist at attempting to meet their goals. Within this paper, motivation is operationally defined as the inner

force that drives individuals to accomplish personal and organizational goals.

[18]Defines motivation as “a person‟s active participation and commitment to achieve the prescribed

results.” This means that motivation is important for organisations to function well; without motivation,

employees could not offer their best resulting in the company‟s performance being less efficient. Previous

definitions seem relevant for work motivation but did not clearly address the definition of work motivation; and

with [33], psychological processes cause the stimulation, direction and perseverance of voluntary actions that

are goal targeted.

Intrinsic and Extrinsic motivation

Based on [34], intrinsic motivation is known as an important construct in motivating people to do a

particular job; however, extrinsic motivation is seen as an external control reflection or true self-regulation. It is


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obvious from this that both types of motivation a motive for basic human needs for autonomy, competence and

relatedness.

In most prior research, findings used different job types or job level as a subject in measuring intrinsic or

extrinsic motivation. For example, [3] reveals that engineers are happy with job intrinsic, while assemblers

with job extrinsic. Similarly with [35], a higher ranking technical employee preferred intrinsic values compared

to lower ranking of technical employees who responded to extrinsic motivation. In contrast, [36], found that

both levels of accountants treat intrinsic and extrinsic motivation the same way when measuring their level of

motivation towards job satisfaction and job performance. Therefore, the argument here is that it cannot be

generalised that intrinsic motivation is applicable to employees of the upper level and extrinsic motivation for

the lower level.

Research method

A self-administered questionnaire was developed. The target population of this study was the

employees of electricity provider during 2 months survey period. A random sampling was applied.

The questionnaire is used in this study. Not only the right question are asked, but also that the

respondents are understood and asked in the right way. This is because any imperfections will result in poor

quality data such as measurement errors and possibly biases. The questionnaire consisted of the following

major sections: questions relating to the employees‟ background and questions that measured Job Search

Motivation factors.

Research variable: Employees’ background

Most studies of employee background using „type of job title‟ and „job level‟ (for example,

[3],[37],[38],[39],[28],[40],[41],[35],[42],[43],[44], as a measurement scale to examine the relationship between

the employees‟ background and the constructs in job search research.

Job titles are used by employers to categorize positions in their organization. When employers post jobs,

the job posting will include a job title. A job title is a brief description of the responsibilities of the position, the

level of the job, or both. For example, [3] had used engineers and assemblers (high vs low level group) as his

type of job title in his research.

Therefore, in this research‟s questionnaire, employees‟ background was asked in demographic section.

The question is including Job Title. Next, the level of Job Supervision Responsibility also were asked in the

questionnaire.

Research variable: Job search motivation factors

There are variety ways of using motivational factors in previous job satisfaction literature. For example,

1) [45] uses motivational and hygiene factors as measuring the impact of motivation towards satisfaction.

Motivational factors regarding factors that are derived from inside of the job itself, meanwhile, hygiene factors

referring to factors outside of job itself. 2) Some prior research has had treated motivation factors in terms of

extrinsic (external) and intrinsic (internal) (for example, [46],[7],[36],[47]. In relation with the above

discussion, Job Search Motivation factors are about factors that concern of the internal and external of the job

itself. Thus, this research has divided job search motivation factors into three sections; Salary, Current Working

Conditions and Job Itself.


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In this research questionnaire, salary is reviewed in terms of good salary, better salary and satisfied

salary. It been reviewed to see how it able to influence employees motivation in searching for alternative

employment. Current working conditions referring to outside factors of the job itself such as supervision,

interpersonal relationship, company policy and working conditions. It examines the perspective of employees

in identifying their job search motivation factors. Finally, job itself also been used to complete current research

analysis. Job itself is evaluated in terms of responsibility, recognition, achievement, advancement and nature of

the job. It is measured to see the employees' perspective towards behaviour of information seeking. The degree

of consensus has been asked in order to evaluate the employees' perspective towards behaviour of information

seeking. The degree of consensus is examined with Likert scales ranging from strongly not agree to strongly

agree.

Analysis

This study employed survey in data collection. The questionnaire used Likert scale and categorical

measurement. This data represents quantitative data. Therefore quantitative analysis is employed for this study.

This study begins with reliability test in order to ensure that all the variables used are reliable and valid. This is

important before proceeding with next data analysis in answering the research hypothesis.

Bivariate correlation analysis is used in this study because it provides an objective and systematic way to

analyze data. As consequences, results based on correlation are less likely to be subject to bias, they are

consistent, the basis for the decisions can be fully explained and they are generally useful. The gains are

especially well documented when compared to judgmental decisions [48],[49].

In this analysis, Pearson Correlation (r), was used in order to assess the quantitative variables are

linearly related in a sample. On top of that, Pearson Correlation (r) is used because each case have scores on

two quantitative variables (for example, continuous variables measured on the interval or ratio scales). The

significance test for r evaluates whether there is a linear relationship between the two variables in the

population. The appropriate correlation coefficient depends on the scales of measurement of the two variables

being correlated.

Findings

Examine job search motivation factors

Table 1 illustrates the mean comparison on motivation for job search. These were compared between

levels of Job Supervision Responsibilities. It shows that the most influential factor that motivate employees to

search for an alternative job was Current Working Conditions, followed by Salary and finally Job Itself.

Table 1: Mean Job Search Motivation factor and Job Supervision Responsibilities

Job Supervision

Responsibility

Mean Standard deviation

Salary CWC1 Job

itself

Salary CWC Job

itself

No responsibility 3.69 3.94 3.73 0.70 0.48 0.52

Guided 4.11 4.14 4.12 0.78 0.51 0.66

Supervise 4.21 4.17 4.12 0.70 0.44 0.47

Plan and Supervise 4.38 4.35 4.34 0.67 0.51 0.59

Total 4.05 4.12 4.04 0.76 0.50 0.61

1Current Working Condition


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Table 1 shows that Current Working Condition plays a role in influencing employees to search for

alternative employment. It indicates that it is important for employees to have comfortable working conditions,

a good relationship with supervisors and peers and with a secured company policy. The fact that there is only a

minor mean difference between Salary, Current Working Condition and Job Itself; but it still can be considered

as useful information for an organisation when dealing with employees‟ Job Search Motivation issues.

Examine the background of employees with respect to level of Job Supervision Responsibility in

identifying its relationship with Job Search Motivation Factors

As mentioned above, to see the comparison between levels of Job Supervision Responsibility towards

Job Search Motivation Factor, three hypotheses were tested. The result is shown in Table 2. For this particular

analysis, Job Search Motivation factors refer to Salary, Current Working Condition and Job Itself were tested to

see whether they support or otherwise H12, H2

3 and H3

4.

Table 2: Correlations between job supervision responsibility and job search motivation factors

Salary (H1) Current working

condition (H2)

Job itself (H3)

Pearson‟s correlation

coefficient

.309** .235 .294

** Correlation is significant at the 0.01 level

For Hypothesis 1, the result shows that there is a correlation between Salary and Job Supervision

Responsibility. The relationship was highly significant (p=0.000). The result supports Hypothesis 1. It shows

that the higher the level of Job Supervision Responsibility is the stronger the salary is as a motivator for seeking

a new job. The result was not supported for the Hypothesis 2. The correlation coefficient for this relationship

was positive and significant (0.235), however, it was tested as a predicted negative. Therefore Hypothesis 2

was rejected. Finally, for Hypothesis 3, the direction of the correlations was significant and positive. The

correlation bivariate also was conducted for each item of Job itself towards supervision responsibility (see Table

3). The result for each item was highly significant and positive. This overall supports hypothesis 3. This

indicated that those employees who held higher Job Supervision Responsibilities will strongly consider the

nature of job when seeking new employment, thus supporting Hypothesis 3.

2The higher the level of responsibility of the job seeker is in his current position, the stronger the Salary is as a motivator for seeking a

new job. 3The lower the level of responsibility of the job seeker is in his current position, the stronger the Current Working Condition is as a

motivator for seeking a new job. 4The higher the level of responsibility of the job seeker is in his current position, the greater the Job Itself is as a motivator for seeking

a new job.


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Table 3: Correlations for relationship between each item in job itself and supervision responsibility

Job itself

Responsibility Recognition Achievement Advancement Nature of

job

Supervision

responsibility

.190** .338** .369** .124* .2778*

** Correlation is significant at the 0.01 level

*Correlation is significant at the 0.05 level

Given the above results, this research aims to illustrate the variance between the levels of Job

Supervision Responsibility towards Job Search Motivation Factors. Hence, multiple comparisons were

conducted in order to look at the variance in relationship between salary and job supervision responsibility. A

post-hoc LSD5 revealed employees holding No Supervision responsibility only differed significantly from other

Job Supervision Responsibility. See Table 4, 5 and 6.

Table 4: Multiple comparisons for Salary

(I) JS

R6

(J) JSR Mean

Difference

(I-J)

Std.

Error

Sig 95% Confidence

Interval

(II) Lower

Bound

Upper

Bound

LSD No

responsibility

Guided

Supervise

Plan &

Supervise

-.42092

-.51509

-.69186

.10530

.12199

.15162

.000

.000

.000

-.6281

-.7552

-.9902

-.2137

-.2750

-.3935

Guided Supervise

Plan &

Supervise

-.09417

-.27094

.11146

.14328

.399

.060

-.3135

-.5529

.1252

.0110

Supervise Plan &

Supervise

-.17677 .15595 .258 -.4837 .1301

5 LSD = Least Significant Difference

6 JSR = Job Supervision Responsibility


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Table 5: Multiple comparisons for Current Working Condition

(I) JS

R7

(J) JSR Mean

Difference

(I-J)

Std.

Error

Sig 95% Confidence

Interval

Lower

Bound

Upper

Bound

LSD No

responsibility

Guided

Supervise

Plan &

Supervise

-.19938

-.23814

-.41367

.07036

.08150

.10130

.005

.004

.000

-.3378

-.3985

-.6130

-.0609

-.0777

-.2143

Guided Supervise

Plan &

Supervise

-.03876

-.21429

.07447

.09573

.603

.026

-.1853

-.4027

.1078

-.0259

Supervise Plan &

Supervise

-.17553 .10420 .093 -.3806 .0295

Table 6: Multiple comparisons for Job Itself

(I) JS

R

(J) JSR Mean

Difference

(I-J)

Std.

Error

Sig 95% Confidence

Interval

Lower

Bound

Upper

Bound

LSD No

responsibility

Guided

Supervise

Plan &

Supervise

-.39723

-.38951

-.69406

.08368

.09694

.12049

.000

.000

.000

-.5619

-.5803

-.8512

-.2326

-.1987

-.3770

Guided Supervise

Plan &

Supervise

-.00772

-.21684

.08857

.11386

.931

.058

-.1666

-.4409

.1820

.0072

Supervise Plan &

Supervise

-.22455 .12393 .071 -.4684 .0193

A summary of findings

Hypothesis 1, 2 and 3 were developed to answer the research objective. The objective is to examine the

background of employees with respect to level of Job Supervision Responsibility in identifying its relationship

with Job Search Motivation Factors. From the findings, Hypothesis 1, 2 and 3, apparently show that when

searching for a new job, high level of Job Supervision Responsibility is influenced by Salary, Current Working

Condition and Job Itself. This research presumes that there is a difference between levels of Job Supervision

7 JSR = Job Supervision Responsibility


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Responsibility towards Job Search Motivation Factors when the search is on for a new opportunity employment.

Table 7 illustrates the answer for Research Objective.

Table 7: Summary of Research Objective two

Examination of levels of Job Supervision

Responsibility towards Job Search

Motivation factor

High level of Job Supervision Responsibility

are motivated with Salary, Current Working

Conditions and Job Itself in new job seeking.

Discussion and conclusion

Within Job Search Motivation, the current research suggests that three different needs of employees are

involved. The first set of needs is the built-in drive to counter challenges from the environment. Thus, within

the industrial setting, this means current working conditions. For example, an uncomfortable working place

makes it necessary to find a better environment this in turn becomes the specific drive. The second set of needs

is monetary based. For instance, having an outstanding debt makes earning money a necessity. Money thus

becomes the identified drive. The final set of needs relates to unique job characteristic that is directly related to

job content. For example, an individual who wants to experience growth in his job makes it his motivation to

expand his job scope. This need thus becomes the specific drive.

Current findings agree with the initial Motivation Theory by Herzberg (1956). This research has further

broken down the two needs discovered. Between Current Working Conditions, Salary and the Job Itself, the

findings discovered that Current Working Conditions was the most influential factor that motivates employee to

search for alternative employment from the perspective of Job Supervision Responsibility.

Based on this, the employees are therefore more concerned with having a secured and comfortable

working environment before they consider the Salary and the Job Itself. This suggestion agrees with [50],[51]

and [52]. If employees are secured in their working environment it will help in generating true motivation.

True motivation is an essential factor in achieving success for the organization.

From overall findings, this current research suggests that job search motivation factors can be viewed

from three aspects; monetary, non-monetary and job itself.Furthermore, across job supervision level

responsibility, this research observes that current working condition is the most factor that can motivate

employee in searching alternative job.

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