الفهرس 
Purpose of The StudyOnly 14 pages are availabe for public view
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Abstract
The potential growth of organizations worldwide depends on the
ability of companies to ensure that the right people with the right skills
are in the right place at the right time and focused on the right activities.
For these reasons, talent management has been elevated to the top of
strategic human resource management challenges, acquiring the highest
priority across all organizations. When the talent pool within the
organization is nurtured effectively, employee satisfaction increases,
labor costs are reduced and patient care improves. Additionally, talent
management increases employee engagement and cuts down on high
turnover rates, and reduces the cost of constantly hiring new employees.
This study aims to assess nurses’ perception toward talent
management and its relationship to their work engagement and retention
through answering the following questions; What is the level of nurses’
perceptions towards talent management? What is the level of work
engagement among nurses? What is the level of nurses’ retention at
hospitals? and What is the relationship between nurses’ talent
management perception, work engagement, and retention ?.
The study was conducted at Menoufia University Hospital at
Shebin-ELkom from different departments. A descriptive correlational
research design was used to conduct this study. A convenience sample
consisted of 400 male and female nurses who accepted to participate in
the study and had above 2 years’ experience.
Three instruments were used to collect the data of this study; the
first instrument was a talent management questionnaire that consists of
two parts: Part one: The personal characteristics of the study participants.
Part two: consists of 31 items representing the three theoretical
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dimensions of talent management components. A. The first subpart is
about talent attraction. It is composed of 10 items. B. The second subpart
is about talent development. It includes 10 items. C. The third subpart is
about talent retention. It consists of 11 items. The Second instrument
was Utrecht Work Engagement (UWES). It includes 20 items divided
into three dimensions; vigor (6 items), dedication (6 items), and
absorption (8 items). The third instrument was the Nurses’ Retention
Questionnaire. It consists of four dimensions: salary and incentives (5
items), job contents (20 items), work environment (23 items), and
organizational factors (4items).
Validity of study instruments:
A Bilingual group of five experts was selected to test the content
and face validity of the instrument from nursing administration
department (3 experts from Menofia University and 2 experts from Tanta
University).
Reliability of the instruments:
Reliability of the three instruments tested by Cronbach’s Alph test,
reliability of Talent management questionnaire range from (0.877-0.939)
while the reliability of Utrecht work engagement (UWES) was (0.827).
Finally, the reliability of nurses’ retention questionnaire was (0.97).
Results of the current study could be summarized as follow:
More than two-fifths of staff nurses (45.0%) age from 25 to less
than 35 years old, the majority of them were female (85.5%), and
more than half of them (56.8%) had technical nursing institute.
The majority of them(77.2%) were married, and more than one-
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fifth of staff nurses (32.0%) had years of experience from five to
less than ten years.
The total mean score of nurses’ perceptions towards talent
management was (56.63±14.677), the first ranking with the
highest mean score of talent management was related to talent
development dimension (19.41±5.701) with a mean percentage of
(64.70%), while the last t ranking with the lowest mean score was
related to talent retention (18.07±4.608) with a mean percentage
of (54.76%). Also, the majority of studied nurses had low
perception level towards talent management (81.8%), (11.2%) of
studied nurses had moderate perception level, while only (7%) of
studied nurses had high perception level towards talent
management.
The total mean score of nurses’ level of work engagement was
(63.5718.35). The first ranking with the highest mean score was
related to dedication dimension (20.276.65) with a mean percent
of (67.57%), while the last ranking with the lowest mean score
was related to absorption dimension (17.895.63) with mean
percent of (59.63). additionally, more than half of studied nurses
(50.3%) had a low level of work engagement, almost one-third of
studied nurses (36.2%) had a moderate level, while less than one-
fifth of them (13.5%) had a high level of work engagement.
The total mean score of nurses’ retention level was
(101.26±15.699). The first ranking with the highest mean score
was related to work environment dimension (48.36±8.317) with a
mean percentage of (70.09%), while the last ranking with the
lowest mean score was related to Salary and incentive dimension
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119
(7.39±2.028) with a mean percentage of (49.27). Additionally, the
majority of studied nurses had a low level of retention with
(85.2%), (13.3%) of studied nurses had a moderate level, while
only (1.5%) of studied nurses had a high level of retention.
Finally, there was a highly positive statistically significant
correlation between nurses’ perception of talent management and
their engagement and retention.
According to the study findings, it’s recommended through three
levels:
I- At hospital level:
1- Hospital administrators should utilize talent management process to
get experienced and qualified nurses and introduce talent
management strategies into their strategic planning to remain
competitive in today‘s healthcare market.
2- Training for nurse managers about how to improve hospitals
reputation through investment in their nurses
3- Strengthening open communication by conducting regular formal
and informal meetings for nurses with their managers to reach a
high level of commitment.
4- Taking into account nurses’ opinions regarding improving the work
of healthcare organizations to increase their work engagement.
5- Provide a suitable opportunity for promotion and development for
their nurses with a clear path of career, to help to retain talented
nurses.