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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) Summary 88 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). Summary 89 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 Summary 90 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. Summary 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 Summary 92 − 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. Summary 93 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. |