Accessible healthcare services require a sufficient number of well-educated and well-motivated nurses who can provide quality and safe healthcare services (Simoens, Villeneuve, & Hurst, 2005). The global shortage of nurses reveals the importance of jobs that meet employees' career development needs and provide an opportunity for progress (Burke, Johnson, Sites, & Barnsteiner, 2017). Spurk, Keller, and have reported that employees with successful careers have a higher sense of welfare and job satisfaction (JS) and a lower level of intent to leave (ITL); therefore, determining the predictors of career

AimTo determine the effect of talent management on job satisfaction and organizational commitment of nurses and the mediating role of job satisfaction.BackgroundTalent management plays a critical role in attracting, developing, and retaining nurses and is effective in the formation of job satisfaction and organizational commitment.MethodsThis correlational study sample consisted of 482 volunteering nurses who were selected through a convenience sampling method. Data were collected using an information form, the Talent Management Scale, the Minnesota Satisfaction Questionnaire, and the Organizational Commitment Scale. The data were analyzed using descriptive statistics, Pearson correlation analysis, single linear regression, and hierarchical regression analysis. The Baron and Kenny model was used to determine the mediation effect.FindingsTalent management affected the intrinsic, extrinsic subdimensions of job satisfaction and the total score and the affective commitment, normative commitment, and continuance commitment significantly and positively. Job satisfaction had a full mediating role in the effect of talent management on affective commitment and continuance commitment and a partial mediating role in affecting normative commitment.ConclusionTalent management in organizations can increase nurses' job satisfaction and organizational commitment and nurses' job satisfaction can play a mediating role in the effect of talent management on organizational commitment.Implications for nursing and health policyThis study demonstrates that nurse managers and decision‐makers should adopt talent management practices in nursing. Desired results such as nurses' job satisfaction and organizational commitment can be achieved by focusing on the development of nurses' talents.

Aim:The aims of this study were to determine nurse managers' level of ethical leadership perceived by nurses and to examine its relationship with conflict management strategies.Background: Ethical leadership is about how managers use their power in their decisions and actions, and its source is based on moral and ethical authority. Therefore, it is important to understand the impact of ethical behaviours of nurse managers in the work environment on determining conflict management strategies. Method:The data of this descriptive, correlational, and cross-sectional study were collected face-to-face from 285 nurses between April-June 2019. The data collection instruments included the introductory information form, the Ethical Leadership Scale, and The Rahim Organizational Conflict Inventory-II.Results: Ethical leadership scores perceived by nurses in nurse managers were found 3.78, and the highest score was obtained from the behavioural ethics subscale (3.81 AE .91). In conflict management strategies perceived by nurses, it was determined that they got highest scores from collaborating style (3.76 AE .90) and lowest scores from competing style (2.90 AE .94). There was no significant relationship only between ethical leadership and its subscales and competing (r: À.038/À.041, p > .05). In other subscales, there were positive, moderate, and highly significant relationships (r: .466-.747, p < .001). The rate of explanatoriness of communicative ethics subscale in conflict management strategies ranged from 22.3% to 58.0%. Conclusions:The study shows that communicative ethics subscale significantly affects the conflict management strategies of nurse managers. Therefore, it is important for nurse managers to communicate bilaterally and be a role model for nurses.Implications for Nursing Management: Ethical leaders value trust and respect in their interactions with employees and reflect what appropriate behaviour to the situation is. Nurses who perceive that their managers demonstrate ethical leadership behaviours will also evaluate their role in conflict resolution. On the other hand, the power-based, aggressive, noncompromising domination approach that the person imposes on others is not associated with the ethical leadership perception towards their managers by nurses and is a strategy that should not be preferred. Therefore,

Kurumların başarısında yetenekli çalışanlara sahip olma ve yetenekli çalışanı kaybetmeme önemli hale gelmiştir. Sağlık hizmetlerinde yaşanan değişimler, kurumların yetenekli çalışana olan gereksinimini giderek artırmakta nitelikli ve kaliteli sağlık hizmeti sunabilmek için yetenek yönetimine gereksinim duyulmaktadır. Bu nedenle de sağlık insan gücünün en büyük grubunu oluşturan hemşirelerin yeteneklerinin etkili bir şekilde yönetilmesi gerekmektedir. Hemşirelikte yetenek yönetimi, yetenekli hemşireyi cezbetme, geliştirme ve elde tutma uygulamalarını kapsar. Yeteneği cezbetme, yetenekli hemşireleri kuruma çekebilme ile ilgilidir. Yeteneği geliştirme, hemşirelerin mevcut ve gelecekte ihtiyaç duyabilecekleri yeteneklerini geliştirmeye yöneliktir. Yeteneği elde tutma ise yetenekli hemşirenin kurumdan ayrılmasını önlemek için yapılan uygulamalardır. Hemşirelikte yeteneğin yönetiminde hemşire yöneticilerin rolü önemlidir. Hemşire yöneticiler, hemşirelerin yeteneklerine uygun yerde çalışmasını ve yeteneklerini geliştirmelerini sağlayarak hemşirelerin memnuniyetini artırabilir ve kurumdan ayrılmasını önleyebilirler. Bu derlemede, hemşire insan gücü yönetimine yeni bir bakış açısı getiren yetenek yönetimi kavramı açıklanarak, hemşirelikte yetenek yönetimi ile ilgili yapılan araştırmalara ve hemşire yöneticilerin bu süreçteki rolüne yer verilecektir.