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Abstract ummary of the results The current field study examined whether Talent Management which represent the (independent variable) has an impact on Employee Satisfaction and retention (dependent variables), taking into consideration the impact of demographic variables that is (Position-Age-Gender- Education-Experience-Number of training courses) on Talent Management, which in turn affects the overall relationship between Talent Management and Employee Satisfaction and Retention. Hypothesis 1 stated, “There is a significant impact between the components of talent management (motivating outstanding performance, training and development, job enrichment) and job satisfaction “The findings show that hypothesis 1 proves true since that both motivating outstanding performance and training and development were found to have a significant impact on job satisfaction. Hypothesis 2 stated, “There is significance impact between the components of talent management (motivating outstanding performance, training and development, job enrichment) and employee retention since The findings show that hypothesis 2 proves true since that both training and development and job enrichment were found to have a significant impact on employee retention. Hypothesis 3 stated, “There is a significant difference between the talent management process and the sample‟s demographic variables (position-age-gender-experience-education-training courses).”The findings show that hypothesis 3 is rejected since no significant differences between (position-age-gender-experience-education-training courses) and talent management. In the theoretical part, the researcher illustrates the origin of the research variables, and applied different approaches for studying and analyzing them, and represented the contributions of previous researchers. Mutual significant relationships and impacts were found. Statistical techniques were applied to analyze the field research data gathered from the administrative staff members at Ain –Shams University. Regarding the research methodology, the researcher got the data from the questionnaires gathered from a sample of administrative staff. The study instrument is a questionnaire that consists of four parts. The first part contains questions regarding talent management (the independent variable). The second and the third part contain questions regarding job satisfaction and employee retention (the dependent variables). The fourth part contains questions about the sample‟s demographic variables. The researcher uses a Likert scale that has five point from 1strongly disagree -5 strongly agree 5.2 Field study Findings The sample of the field study was randomly chosen from 300 administrative employees who work at Ain Shams University. The final sample consisted of 105 employees. Of those 105 employees 45 are males and 60 are females. Nineteen are under 30 years old, 45 are between 31 to 40 years old, 24 are between 41 to 50 years old and 17 are over 50 years old. Fourteen have Diploma degree, 79 have Bachelor degree and 12 have a post graduate degree (master/doctorate). Eighteen under 5 years of experience, 20 between 5 and 10 years of experience, 31 between 11 and 15 years of experience and 36 more than 15 years of experience. Valid questionnaires were returned, from 80 employees, 17 department managers 106 and 8 general managers which rely upon the impact between Talent Management and Employee Satisfaction and Retention. First: The results concerning the sample characteristics showed the following: 1-Work Position: Most of the respondents lie in the category of employees representing 76.2%, followed by the position of department managers representing 16.2%, finally general manager representing 7.6%. Thus it is clear, according to the researcher obtained data that the majority of the sample is employees, that means that the young early career employees are more responsive and are willing to participate. 2-Age: Most of the respondents lie in the age range between 31and 40, with 45 candidates, representing 42.9% of the total sample. This was followed directly by age group from 41to 50, with 24 candidates, representing 22.9% of the total sample. This was followed directly by those less than 30, with 19 candidates, representing 18.1% of the total sample. The least responses came from 51 and above category, with 17 candidates representing 16.2% of the sample. Thus, it is clear, according to the researcher obtained data that most of the respondents lie in the categories from 31 to 40 and this means that most of the young administrative members are more responsive and are willing to participate in any activity if offered. The researcher concludes that there is a significant impact on overall relation of Talent management on Employee satisfaction and 107 retention as it demonstrates that most of the sample (youth 42.9%) is engaged and did indeed participate in filling the questionnaire when they were asked, therefore they are willing to participate in activities that are not mandatory. 3-Gender: 45 males representing 42.9% of the total sample while the rest, were females, representing 57.1% of the sample. So, it is clear that females dominated the sample, which is considered an important factor that affects the relation. 4-Education: It could be concluded that most of the respondents were found to be in the Bachelor degree, with 79 candidates representing 75.2% of the total sample. This was followed directly by the respondents of the category of the Diploma degree, with 14 candidates, representing 13.3% of the sample The least responses came from the category of masters-Doctorate degree, with 12 candidates, representing 11.4% of the sample Thus it is clear that most of the sample of the administrative staff is bachelor degree is engaged and did indeed participate in filling the questionnaire when they were asked since it is related to their work. 5-Experience: Most of the respondents in the category of over 16 years, with 36 candidates, representing 34.3% of the total sample. This was followed directly by category from 11 to 15 years, with 31 candidates, representing 29.5% of the total sample. 108 Then the category from 5 to 10 years, with 20 candidates representing 19.0% of the total sample. The least response came from category less than 5 years, with 18 candidates, representing 17.1% of the total sample. Thus, it is clear that the majority of the respondents are from the category of high experience over 16 years as they have significant views for their many years in the field of administration 6-Number of training courses: As a result of findings that most of the respondents did not get training courses, with 51 candidates, representing 48.6% of the total sample. This was followed directly by those who gets one training course with 25 candidates, representing 23.8% of the total sample This was followed by two training courses, with 15 candidates, representing 14.3% of the total sample. The least response are for those who get more than two training courses, with 14 candidates, representing 13.3% of the total sample It demonstrates that most of the sample did not get training courses are more responsive and are willing to participate in any activity if offered. Second: Talent management and its three dimensions Survey (motivating outstanding performance-Training and development-job enrichment) The researcher deals with the descriptive statistics for the research variables that reflect the following: X: The researcher found a general trend of disagreement about the presence of the concept of talent management at Ain Shams university, administrative staff by (coefficient variation= 20.34%), (Differences in 109 variance =79.66%), (mean =2.29) and according to the total response of the study sample, they agree on the question that there is no clear definition of talent management by percentage (42.86%). X1: Motivating outstanding performance: The researcher found a general trend in the sample shows disagreement on the dimension of motivating the outstanding performance of talent employees at Ain shams university administrative staff with (means 2.31), (coefficient variation 36.35%),(differences in variance =63.65%) .according to the total responses of the study sample only (41.84%) agree about the question of whether the organization applied motivating outstanding performance, (42.86%) agree on whether the organization compensates talented employees, (43.95%) agree on whether the organization motivate talent employees. Thus, Table 4/8 Panel A (motivate outstanding performance) shows that employees accept the concept of talent management but the majority do not think that the organization is doing enough to motivate outstanding performance and talent. X2: Training and development The researcher found a general trend in the study sample shows the least agreement on the dimension of Training and development, as there is not enough training course or development at Ain shams university, administrative staff by (mean=2.86), (coefficient of variation =18.14%), (differences in variance =81.86) according to the total response of the research sample (34.94%) agree on there is enough training and development opportunities at Ain Shams University, administrative staff. 110 Table 4/8 Panel B shows the employees feel that there are not enough training courses or development opportunities in the organization, and also there is no clear definition of talent management. X3: Job enrichment The researcher found a general trend in the research sample shows disagreement on the dimension job enrichment at Ain Shams University, administrative staff by (mean=2.07), (coefficient variation =39.98), (differences in variance =60.02%), and according to the total response of the study sample (42.7%) agree on the question if the organization provides meaningful and job enrichment for talent. Table 4/8 Panel C shows the employees feel that the organization does not have a clear definition for talent management. Employee Satisfaction and its three dimensions Y1: Employee Satisfaction The researcher found that the general trend in the research sample has shown neutral agreement about whether there is the concept of employee satisfaction at Ain shams university, administrative staff by (mean=2.85) coefficient of variation (22.40%) and (differences in variance=77.60%) and according to the total response of the study sample (30.23%) agree on the concept of talent management affects employees satisfaction, (38.88%) agree on if there is a satisfaction with job or work responsibilities between employees, (39.76%) agree on the question whether organization values the concept of employee satisfaction, (43.78%) agree on whether organization monitors satisfaction of talent employees concerning their pay and work situation. |