الفهرس 
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Abstract
Talent management is crucial in nursing profession. It is effective in the growth and development of nurses. It can create a competitive advantage for recruiting, retaining and developing talented nurses. Talent management is founded to ensure that the right nurses’ talents with the best professional skills are in the right place at work. Talent management helps to increase nurses’ engagement and commitment.
Aim of the study:
The study aims to identify nurses’ perception about the relationship between talent management and organizational commitment.
Setting of the study:
This study was conducted at a governmental Hospital (GH) and two non-governmental hospitals (NGH), at Alexandria governorate. The governmental hospital namely: Alexandria Main University Hospital and the two non-governmental hospitals namely: Mabert El Asafra Shark Hospital and Alexandria Medical Center Hospital. These hospitals were selected because they have a large number and different qualifications of nurses, provide wide range of services such as inpatient, outpatient and radiological services, also bed capacity is more than 50 beds.
Subjects of the study:
The subject of the study included:
Simple random sampling includes all nurses who are working in the medical, surgical and intensive care units and were available at the time of data collection. The subjects included in the study were (n=329) identified to take part in the survey.
Tools of the study:
The study used two tools for data collection.
Tool (1): Talent Management Questionnaire
It was developed by Lyria RK (2013). It was adapted by the researcher to assess nurses’ perception toward talent management. It consists of 35 items and classified into 4 dimensions namely: Talent attraction (items=8), talent retention (items=9), learning and development (items=8), and career management (items=10). The subject’s responses were measured on 5 points likert scale range from strongly agree =5 to strongly disagree =1.
Tool (2): Organization commitment Questionnaire
It was developed by Allen and Mayer (1997). It was adapted by the researcher to assess nurse’s organizational commitment. It consists of 24 items classified into three dimensions namely: affective commitment (n=8), normative commitment (n=8), and continence commitment (n=8).The subjects responses were measured on 5 points likert scale ranging from strongly agree =5 to strongly disagree =1.
In addition, socio-demographic data sheet was developed by the researcher included items such as: Gender, age, name of department, marital status, education qualifications, current working unit of experience in the hospital.
Method:
An official permission was obtained from ethical committee and the dean of Faculty of Nursing to conduct the study. An official permission was obtained from selected hospitals managers, nursing director and first line nurse managers in each unit to collect the necessary data. The tools were translated into Arabic and tested for their content validity by jury of four experts from the Faculty of Nursing, Alexandria University and one expert from Faculty of Nursing, Damanhur University. The study tools were tested for their reliability using cronbach’s alpha coefficient. Both tools were strongly reliable, where cronbach’s alpha coefficient= 0.911, 0. 765.Informed consent was obtained from study subjects for participation in the study after explanation of study aim. Also, pilot study for the questionnaires was carried out on 10% of nurses (N=33) that was not included in the study subject’s in order to check and ensure the clarity of tools, applicability, and feasibility of the tools, identify obstacles and problems that may be encountered during data collection and in the light of the findings of pilot study, no changes occurred in the tools and tools were put in their final form.
Data collection
Data collection for this study was conducted by the researcher through self-administered questionnaires. It was hand delivered to the study subjects in their work setting, after meeting with nurses in each unit for about 10 minutes to explain the aim of the study and the needed instructions were provided before the distribution of the questionnaire. Completion of the questionnaire took approximately 15-20 minutes. The data collection lasted for a period of two months started from 30/6/2019 to 31/8/2019.
The following were the main results of the present study:
1. The present study revealed that (36.2%) were in the age group from 30 years to less than 40 years in governmental hospital, while 91.7% in the non-governmental hospital were in age group less than 30 years. Also, more than three quarters (76.5%) of nurses in the governmental hospital held Diploma of Secondary Technical Nursing School, while, 91.7% of them in the non-governmental hospital held Bachelor of Nursing Science.
2. The result indicated that 67% of nurses in governmental hospital had more than 25 years of experience since graduation, while in the non-governmental hospitals the highest percentage of nurses (87%) had less than 5 years of experience since graduation.
3. There was high a statistically significance difference between governmental and non-governmental hospitals regarding overall talent management strategies as well as all its dimensions namely (talent attraction, talent retention, learning and development, career management) p=0.000.
4. There was a high statistically significance difference between governmental and non-governmental hospitals regarding overall organizational commitment (p=0.000)
5. There was high statistically significance moderate correlation between the overall mean score of nurses’ perceptions of talent management and overall mean score of organizational commitment.
Recommendations were given based on the result of the present study to improve nursing commitment through provision of orientation and training programs, promotion opportunities, flexible time schedule, create policies to develop necessary vision to retain the talents, improve financial reward, provide effective compensation program,enhance a healthy work environment with open communication. Also, it is important to perform continuous supervision, effective performance appraisal and constructive feedback.