A recent development to explain occupational well-being is the job demands-resources (JDR) model proposed by Demerouti et al. (2001). According to Bakker, Van Veldhoven, and Xanthopoulou (2010), this model expanded the demand-control(-support) (DCS) model developed by Karasek (1979) to include physical and emotional demands, as well as workload, in the job demands dimension; and skill variety, learning possibility, and performance feedback, as well as control and social support, in the job resources dimension. In the health impairment hypothesis of the JDR model, excessive demands lead to impaired health problems, such as burnout and strain. In the motivational hypothesis of the model, job resources promote motivation, such as work engagement and organizational commitment (Bakker et al., 2010; Bakker & Demerouti, 2008; Devonish, 2014; Van De Voorde, Veld, & Van Veldhoven, 2016). Most previous studies on the JDR and DCS models have been limited to the influence that job demands have on mental and physical health, such as exhaustion, stress, and burnout, and to a lesser extent, employee attitudes, such as engagement and job satisfaction. Most studies on the JDR model have employed burnout and engagement as the main outcomes, and little research exists on the effects that job demands and job resources have on employee behaviors (Balducci, Schaufeli, & Fraccaroli, 2011). As some exceptions, Balducci et al. (2011) found that job demands were related to counterproductive work behavior in a sample of public-sector employees. Boswell, Olson-Buchanan, and LePine (2004) indicated that stressors had significant or non-significant relationships with job withdrawal and job search behavior in a sample of a university staff. Smulders and Nijhuis (1999) examined the relationship of job demands with absenteeism, but they found, different from their expectations, a negative relationship between them. The current study focuses on job search behavior because employees with excessive job demands are likely to have turnover intention and actively search for new job opportunities. Although all employees who search for new jobs do not necessarily turnover voluntarily, this behavior may lead them to exert less effort in their job activities and exhibit lower levels of productivity. Since employees continue to use company time for new job searches, job search behavior may be even more deleterious to the organization than actual turnover.