الفهرس 
Research FrameworkOnly 14 pages are availabe for public view
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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
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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
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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.
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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
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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.
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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.