Background: Talent management is increasingly discussed in the human resource management and human resource development literature. It is a set of practices that are implemented in organizations and refers to how organizations attract, select, develop and manage employees in an integrated and strategic way. The study aim: To investigate the effect of talent management training program on head nurses leadership effectiveness. Research design: A quasi-experimental research design was utilized. Setting: The study was conducted at all inpatient units (medical surgical) and critical care units (N=15) Damanhour National Medical Institute (head nurses =120). Tools: Tool I: To assess head nurses' knowledge regarding talent management (pre/posttest). Tool II: Talent management questionnaire; to assess talent management practices among head nurses. Tool III: Leadership effectiveness questionnaire: to assess leadership effectiveness among head nurses. Results: there is a highly statistically significant improvement in head nurse's knowledge and practice regarding talent management in the post phase and follow-up phase compared to their pre-intervention. Conclusion: the application of the training program had a positive impact on enhancing head nurses' knowledge and practice regarding talent management and also total leadership effectiveness level was improved markedly throughout program phases. Recommendations: Conduct a talent management workshop periodically for all head nurses as a refreshment course. Providing talent management programs and workshops for newly hired head nurse in the organization.

A healthcare system needs surge capacity and continuity of care when health care services and the needs of the patients exceed existing resources. A total of 300 nurses were recruited from one hospital in Saudi Arabia. They completed self-administered, online questionnaires. The questionnaire assessed participants’ socio-demographic data and their perceptions regarding hospital readiness for continuity of essential health care services and surge capacity in line with COVID-19. The findings revealed that nursing staff had a moderate mean score regarding hospital readiness for continuity of health-care services (3.89±0.61) and an average mean value regarding surge capacity of 3. 83±0. 63. Also, the value of R2 of surge capacity in healthcare can predict 82.9% of the variance in hospital readiness for continuity of health care services in terms of surge capacity. Hospital administrators could propose hospital regulations and protocols for the management of confirmed and suspected COVID-19 patients in addition to designing a continuing education program for health professionals at all levels related to prevention, control, and management of COVID-19 suspected and confirmed patients.

Psychological contract is defined as the unwritten or hidden agreement between both the employers and the employees to ensure reciprocity and safe productive work environment. The concept of the relationship between Psychological Contract Breach (PCB) as one of many recognized antecedents of organizational identification has been emphasised for years. Organizational Identification (OI) is defined as the extent to which both the organisation and the employee's identities are overlapped. Organizational Identification (OI) has many benefits. For instance, it has a robust effect on the employees' cognitive abilities, attitude, and behavior including their organizational agility and acceptance to the external and internal environmental forces that induce changes rapidly. Organizational agility (OA) requires rapid adaptation of new services, technologies, and personnel in order to react successfully to sudden shifts or changes in the market. Aim: To determine the relationship between Psychological Contract Breach (PCB), Organizational Identification (OI), and Organizational Agility (OA). Design: A descriptive correlational research design is used. Setting: Faculty of Nursing, Damanhur University. Subjects: The study includes all faculty members N=200, (56) academic staff, (85) non-academic (TA and Instructors), and (59) employees. Instrument: A questionnaire of 40 statements on a 5 point-Likert scale to measure (PCB), (OI) and (OA). Results: The highest mean percent score (86.10±12.86) was for Organizational Identification (OI), while the lowest percent score (66.68±12.0) was for overall PCB dimension. Overall PCB has a negative significant correlation with OI where (r=-0.609) and p=<0.001. In relation to OA, it has significant negative correlation with transactional PCB (r=-0.225), relational PCB (r=-0.169), and OI (r=-0.256). Recommendations: 1. To conduct a qualitative study about Psychological Contract Breach in order to generate more information about employees' expectations. 2. To develop a training program for all the Faculty of Nursing staff members, which can enhance their cognitive abilities to be able to respond rapidly to any sudden changes in the market.