الفهرس 
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Abstract
eadiness to change is more than understanding the change, readiness is more than believing in the change, readiness is a collection of thoughts and intentions toward the specific change effort. Individual readiness for change is involved with people’s beliefs, attitudes, and intentions regarding the extent to which changes are needed and their perception of individual and organizational capacity to successfully make those changes. Readiness is a state of mind about the need (Aruoren & Isiaka, 2023).
Organizational commitment reflects the loyalty of an employee towards his or her organization. Organizational commitment can be defined as the degree to which an employee develops a feeling of belongingness to his or her organization. Such feeling is created among the employees through constant involvement in different organizational activities. The continuous participation is usually done by searching for important suggestions from team members, listening to their issues and by increasing their involvement in organizational decision making process to a certain extent. By doing so, employees would feel to be participative and appreciated in the organization (Gül et al., 2023).
This study aimed to assess the relationship between readiness for change and organizational commitment among staff nurses through: assessing readiness for change level among staff nurses, assessing organizational commitment level among staff nurses and finding out the relationship between readiness for change and organizational commitment among staff nurses.
The study conducted at Ain Shams University hospital. It provides general and medical services; the total number of staff nurses (280) using a descriptive correlational design. The subjects of this study were included 165 out of 280 staff nurses. The data collection tools namely a self-administered questionnaire with two tools namely, Readiness for change questionnaire and organizational commitment scale.
The main study findings were as follows:
The majority of the studied staff nurses (84.2%) had <30 years with Mean± SD 28. 98±8.73 and more than half of them (52.1%) were female and married. Also, less than three quarters of them (72.1%) had 1 to 5 years of experience and more than one quarter of them (27.9%) had more than 5 years of experience at unit of work. Also, more than three quarters of them (79.4%) had bachelor/master degree and (20.6%) of them had diploma degree.
More than two thirds of the studied nurses (73.30% & 67.30%) had high change efficacy and appropriateness of change respectively. Also, more than half of them (53.3%) had low level of managerial support. In addition, more than two thirds of them (69.1%) had low level of personally beneficial and more than half of them (51.5%) had high level of readiness to change.
More than two thirds of the studied staff nurses (67.9%) had low level of affective commitment and less than three quarters of them (70.9%) had high level of continuance commitment. As well as, more than three quarters of them (77%) had high normative commitment and more than one third of them (37.6%) had affective predominant commitment.
There was statistically significant relation between the total studied affective commitment and their readiness change dimensions as change efficacy, appropriateness of change, managerial support, personally beneficial and readiness to change. As well as, there was no statistically significant relation between the total studied continuance commitment and their readiness change dimensions as change efficacy, appropriateness of change, managerial support, personally beneficial and readiness to change.
There was no statistically significant relation between the total studied normative commitment and their readiness change dimensions as change efficacy, appropriateness of change, managerial support, personally beneficial and readiness to change.
There was statistically significant relation between the total studied predominant commitment and their readiness change dimensions as personally beneficial. Wile, there was no statistically significant relation between the total studied predominant commitment and their readiness change dimensions as change efficacy, appropriateness of change, managerial support and readiness to change.
There was high statistically significant relation between the studied staff nurses’ readiness to change (including commitment) and affective commitment score. However, the model explained only 12% of the variation in this score.
Conclusion, according to the study’s findings, there was a strong, statistically significant positive correlation between being open to change and whether it would be appropriate and beneficial for oneself. Affective and managerial support showed a strong, statistically significant positive correlation with personal benefits. The relationship between continuation and personally beneficial was highly statistically significant.
Based on the findings of this study, the following recommendations are proposed: Encourage the team work spirit and conduct periodical meetings to discuss their problems. Conduct frequent meetings with nurses to discuss their problems and their needs and try to formulate plans to overcome these problems to enhance their commitment level which can consequently raise their morale and decrease level of intention to leave. Follow strategies for successful change management by the nurse leaders, with more focus on the expected benefits of the change, and better communication with subordinates. Establish an effective work environment with adequate staffing, resources, and encourage teamwork. Nurse Managers should conduct in-service training program about change that can support nurses to be adapted with change, and reduce emotional exhaustion. Nurse Managers should develop new ways to involve staff nurses in clinical decision making. Hospital administrators should implement structure empowerment factors to enhance nurses’ readiness toward change.