الفهرس 
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Abstract
SUMMARY
Talent management is crucial for healthcare organizations to attract,
retain, and develop talented head nurses who can hold important positions
within the organization. Talent management involves a strategic approach
to the systematic process of attracting, developing, and retaining talented
head nurses by implementing various strategies such as talent attraction,
talent retention, learning and development, and career management.
Organizational commitment is also highlighted as a crucial factor that
affects head nurse retention in healthcare organizations. Organizational
commitment refers to the desire, necessity, and obligation to remains as a
member of an organization. Organizations need to invest in the proper
utilization of talent to gain a competitive edge in the industry and create a
high-performance, sustainable health care organization that meets its
strategic and operational goals and objectives.
Aim of the Study
Investigate the relationship between Head Nurses’ Talent
Management and their Nursing Staff Organizational Commitment at
Alamrya Governmental Hospital .
Research Design:
A descriptive, correlational research design was used to conduct this
study.
Setting of the study:
This study was carried out in Alamrya General Hospital, Alexandria
Governorate affiliated to the Ministry of Health with a bed capacity of 123
beds and consists of 17 units as follows; ICU, Intermediate Care Unit, (2)
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Units NICU, Emergency Department, Outpatient, (3) Dialysis Units,
Operating Rooms, Inpatient Male Unit, Inpatient Female Unit, Isolation,
Orthopedics, Pediatric, Central Sterilization and Supply Department, and
Obstetrics and Gynecology unit.
Subjects:
The study comprised from 17 head nurses and 278 staff nurses as
participants.
Tools of the study:
The following two tools were used in this study:
Tool (I): Talent Management Questionnaire
The talent Management Questionnaire was developed by Lyria
(2013) (58) it consists of 35 items and is classified into four components as
follow: talent attraction (8-items); talent retention (9-items); learning and
development (8-items); and finally, career management (10-items).
The responses were measured on five points Likert scale and they are
ranged from (5) strongly agree to (1) strongly disagree. The overall score
level ranged from (35 -175), the low level of talent management ranged
from (35 -82), the moderate level ranged from (82-128) and the high level
ranged from (128-175).
Tool (II): Organization Commitment Questionnaire
Organization Commitment Questionnaire was developed by Meyer
and Allen (1997) (192) it consists of 24 items classified into three dimensions
as follow: affective commitment (8-items); continuance commitment (8-
items); and normative commitment (8-items).
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The responses will be measured on five points Likert scale and they
are ranged from (5) strongly agree to (1) strongly disagree. The overall
score level ranged from (24 -120), the low level of organizational
commitment ranged from (24 - 56), the moderate level ranged from (57-
88) and the high level ranged from (89-120).
In addition, the demographic questionnaire was developed by the
researcher for the two study groups: working unit, age, gender, marital
status, educational qualifications, and years of experience in the nursing.
Methods:
1. An official permission was obtained from Dean Faculty of Nursing,
Damanhour University and the responsible authorities of the study
settings after explanation the purpose of the study.
2. The two tools were translated into Arabic and tested for their
content validity and translated by five experts in the field of the
study. Accordingly, the necessary modifications were done. It has
been modified in Affective Commitment Scale to talk about the
advantages of the hospital with others instead of speaking in general
about the hospital in order to preserve the ethics of the profession.
3. The two tools were tested for their reliability using chi square test,
it was found that a highly statistically significance between the
levels of staff nurses’ perception of overall dimensions of
organizational commitment and their levels of talent management.
4. A pilot study for the questionnaires was carried out on (10%) of the
total sample size; head nurses (2) and nurses (28); who were not
included in the study sample; to check and to ensure the clarity and
feasibility of the tool and to identify obstacles and problems that
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may be encountered during data collection. Then, no modifications
were done.
5. Data was collected from the identified subjects, by the researcher
through hand-delivered questionnaire at their working setting. after
explaining the aim of the study. Every nurse took about (15) to (20)
minutes to fill the two tools. The data collection took about four
months from 1st of July to 30th of October, twenty-twenty-one, where
two units were interviewed weekly.
The main results of the present study were as follows:
*There was no significant difference between head nurses and staff
nurses according to their perceptions of talent management.
*There was no significant difference between head nurses and staff
nurses in related to level of organizational commitment.
*Ranking of studied subjects according to their mean scores of talent
management dimensions among nurses. The mean score in the four
dimensions was above two third. Ranking is learning and development,
career management, talent attraction and talent retention.
*Ranking of studied subjects according to their mean scores of
organization commitment among nurses for each dimension the ranking
were as the following: affective commitment, normative commitment and
continuance commitment.
*The study found that a highly statistically significance between the
levels of study subject perception of overall dimensions of organizational
commitment and talent management their levels of talent management and
organizational commitment.
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91
* The study revealed that there was a statistically significant between
talent management and educational qualification. where there is no
statistically significant between talent management and another
demographic characteristic as age, gender, marital status and working
experience.
*There was no significant difference between head nurses and staff
nurses in relation to talent management and organizational commitment.
* There were highly statistical significance correlations between all
dimensions of talent management and all dimensions of organizational
commitment.
In the light of the current study, the following recommendation can be
suggested:
Healthcare organizations:
− It is crucial for healthcare organization to develop robust talent
management strategies that prioritize maintaining a positive
reputation for healthcare organizations to attract talented head
nurses.
− To attract experienced and qualified nurses, healthcare organizations
should implement a talent search matrix that takes into account both
potential and performance during the selection process.
− Healthcare organizations should offer job security, improved
financial rewards, and the best possible healthcare benefits to its
nurses
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− Healthcare organizations should prioritize work-life balance to
ensure their nurses are motivated ex., offering a childcare nursery,
and providing transportation vehicles.
Head nurses should:
− Provide supportive work condition through availability of adequate
staff and resources to decrease workload and provide high quality
care.
− Motivate nurses through appropriate reward and recognition.
− Establish an effective performance appraisal policy that help in the
development and improvement of nurse’s performance.
− Develop and implement change strategies that will improve the work
environment for nurses such as flexible schedules, clear
communication and feedback and fair treatment of all nurses in the
unit.
− Encourage teamwork through building team activities and
communicate effectively and openly.
− Encourage nurse’s participation in decision making that related to
unit that increase their empowerment
− Arrange and conduct continuous training programs according to
needs assessment of nursing staff.
− Encouraging staff nurses to pursue further education is crucial for
enhancing their professional status.
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Nurses’ staff should:
− Improve problem-solving, decision-making, skills, and performance
by attending training programs and receiving feedback.
− Utilize social and emotional intelligence techniques to enhance
communication skills with top-level managers.
− Work closely with other team members to promptly and efficiently
tackle any problems or issues in the unit.