The effect of talent management on the job satisfaction and organizational commitment of nurses

Abstract

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.

Perception of first line nursing managers’ about talent management

“…(2023) [23] , they illustrated that approximately half of the participants had fair degree of knowledge about TM. This was against with Taie, (2015) [38] ; El Dahshan et al, (2018) [16] ; and Al-Maashani et al, (2019) [4] they mentioned that the high number of the participates had unsatisfactory level of knowledge about TM.…”

“…Many organizations see retention as a strategic opportunity to keep their workforce competitive. The challenge of retaining talent in the face of competition from worldwide markets makes it an organizational priority and a critical differentiator in human capital management (Gül et al, 2023) [23] . Talent retention intends to implement policies that will encourage nurses to work for the hospital for the duration as possible.…”

Talent management and job satisfaction of medical personnel in Polish healthcare entities

“…Also, other researchers indicated that remuneration-based motivation, training and support in professional development were considered to be key issues of satisfaction of healthcare workers ( Anlesinya et al, 2019 ). A study conducted in India found that all talent management practices in healthcare organizations can increase nurses’ job satisfaction and organizational commitment ( Gül et al, 2022 ).…”