الفهرس 
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Abstract
Todays, attention to organizational human resources and their performance are rendered as one of the most important organizational success in achieving the set goals. So, developing and retaining the nursing workforce is one of the biggest challenges facing health care organizations. Moreover, QNWL depends on a combination of variables in the health care environment that impacts nurses’ commitment, work participation, and job performance. Therefore, measuring the quality of nursing work-life and organizational commitment is important for all staff of health care organizations, especially staff nurses, where their job performance is affected by them.
Aim of the study:
Identify the relationship between Quality of Nursing Work Life and Nurses’ Commitment at Edfina Central Hospital.
Study design:
A descriptive, correlational research design was used to conduct this study.
Setting of the study:
This study was conducted at all Edfina Central Hospital units (N=5 units), namely: outpatient units, medical and surgical inpatient units, neonatal intensive care unit, reception and emergency room, operation room.
Subjects of the study:
The study was conducted at all staff nurses, who are working in the previously mentioned settings was included (N=113) and who were available during the time of data collection, with at least one year of experience.
Tools of the study
The study utilized two tools for data collection which was:
Tool I: The quality of nursing work life questionnaire sheet:
The questionnaire was established by Brooks et al., (2001) (1) and adopted by the researcher to measure the quality of nursing work life and it contains 42 items divided into four subscales: work life-home life (7 items), work design (10 items), work context (20 items), work world (5 items). Responses were measured on a 6-point Likert scale ranging from (1) strongly disagree to (6) strongly agree. 60% and more indicates the presence of quality of nursing work life. (Appendix II)
Tool II: Three-component Model of Organizational Commitment Questionnaire:
It was developed by Meyer and Allen (2004)(3), and adopted by the researcher to measure nurses’ commitment. It includes 18 items grouped into three main dimensions: (1) affective (6 items); (2) continuance (6 items); and (3) normative (6 items). Responses were measured on a 6-point Likert rating scale ranging from (1) disagree very much to (6) agree very much. The overall score ranges from (18 to 108). Reverse scoring for negatively worded responses was applied. 60% and more indicates the presence of nurses’ organizational commitment. (AppendixII)
Besides, demographic data sheet of study participants including questions about gender, age, educational qualifications, working unit, nursing experience, unit experience, and marital status. (Appendix I)
Method:
1. An official written permission was obtained from the Vice- Dean for graduate and research affairs of Faculty of Nursing, Damanhour University, and the responsible authorities of the study settings after an explanation of the purpose of the study.
2. The two tools were translated into Arabic, and distributed to five experts in the field of the study, and tested for their content validity. The necessary modifications were done based on their comments.
3. The reliability of the two tools was tested statistically using Cronbach’s Alpha Coefficient test to measure the internal consistency of the items composing each dimension of the tools. The results of Cronbach’s Alpha Coefficient test proved to be strongly reliable (0.768) for quality of nursing work life scale and (0.827) for organizational commitment scale.
4. A pilot study was carried out on 10% of the total sample size of staff nurses (n=11), who were not included in the study subjects in order to check and ensure the clarity and feasibility of the tools and to identify obstacles and problems that may be encountered during data collection and any necessary modification were done.
5. Data was collected from the identified subjects, by the researcher through a hand-delivered questionnaire at their working setting after explaining of the aim of the study and the needed instruction was provided to them. The data collection took about two months from 1-7-2019 to 30-8-2019.
6. Data obtained was analyzed using the appropriate statistical tests.
The main results of the present study were as follows:
o The majority of the staff nurses had an absence of quality of nursing work life at Edfina central hospital, and its dimensions ranked as follows: work context came in the first rank, followed by work-life/home life, work design, and finally work world.
o The majority of the staff nurses had an absence of total organizational commitment at Edfina central hospital, and its dimensions ranked as follows: affective commitment comes in the first level followed by continuance commitment, and finally normative commitment.
o There is a highly statistically significant relationship between total quality of nursing work life and total organizational commitment.
o There is a highly statistically significant relationship between quality of nursing work life and its dimensions.
o There is a highly statistically significant relationship between organizational commitment and its dimensions.
o There is a highly statistically significant relationship between all quality of nursing work life dimensions except work design and organizational commitment.
o There is a highly statistically significant relationship between all organizational commitment dimensions except continuance commitment and quality of nursing work life.
o There is no statistically significant relation between QNWL and demographic characteristics except age and years of experience.
o There is no statistically significant relation between OC and all demographic characteristics.
In the light of the results of the current study, the following recommendations can be suggested:
Health care organizations and nurse managers should:
1. Enhance staff nurses’ participation in decision making and work problem solving to improve their commitment.
2. Improve nurses’ working conditions through fair distribution of the current nursing workforce, enough time to achieving their work and, providing them with sufficient materials and equipment.
3. Provide opportunities for growth and development of staff abilities, through attaining training programs for communication skills and teamwork abilities.
4. Consider the family aspect of staff nurses through establishing convenient working hours and sufficient vacations, to balance between work and family needs.
5. Empower and Motivate staff nurses through increasing financial benefits, rewards and, recognition of their work.
6. Future/ Further studies should be conducted:
• Developing strategies to improve QNWL and organizational commitment.
• Identify obstacles that have an effect on nurses QNWL
• Determine factors that have an effect on nurses’ perception toward organizational commitment.
• Further research could be conducted using variables which affect to the quality of nursing work life and their commitment such as: nurses’ workload, turnover, intention incentives and, job involvement.