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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 Summary 117 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- Summary 118 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 Summary 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. |