Received: 12 February 2022 Accepted: 22 July 2022
DOI: 10.1111/inr.12796
O R I G I NA L A RT I C L E
The effect of talent management on the job satisfaction and
organizational commitment of nurses
Duygu Gül MSc, RN, BSN Gülnur Akkaya PhD, RN, BSN
Aytolan Yildirim PhD, RN, BSN
1
Research Assistant, Department of Nursing
Management, Florence Nightingale Faculty of
Nursing, Istanbul University-Cerrahpasa, Istanbul,
Turkey
2
Assistant Professor, Department of Nursing,
Faculty of Health Sciences, Çanakkale Onsekiz
Mart University, Çanakkale, Turkey
3
Professor, Department of Nursing, Faculty of
Health Sciences, Istanbul Atlas University,
Istanbul, Turkey
Correspondence
Duygu Gül, MSc, RN, BSN, Department of
Nursing Management, Florence Nightingale
Faculty of Nursing, Istanbul
University-Cerrahpasa, Istanbul, Turkey.
Email: dg.duygugul@gmail.com
INTRODUCTION
Globalization, competition conditions, and demographic
changes have changed the perspective of human resources
management (HRM) toward employees. Employees who are
considered a cost element in traditional personnel manage-
This study was presented as an oral presentation at the 6th International 17th National
Nursing Congress held on December 19–21, 2019.
Duygu GÜL was working at Çanakkale Onsekiz Mart University at the time of this study.
Int Nurs Rev. 2022;1–9.
Abstract
Aim: To determine the effect of talent management on job satisfaction and organiza-
tional commitment of nurses and the mediating role of job satisfaction.
Background: Talent management plays a critical role in attracting, developing, and
retaining nurses and is effective in the formation of job satisfaction and organizational
commitment.
Methods: This 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 Ques-
tionnaire, and the Organizational Commitment Scale. The data were analyzed using
descriptive statistics, Pearson correlation analysis, single linear regression, and hier-
archical regression analysis. The Baron and Kenny model was used to determine the
mediation effect.
Findings: Talent management affected the intrinsic, extrinsic subdimensions of job sat-
isfaction and the total score and the affective commitment, normative commitment, and
continuance commitment significantly and positively. Job satisfaction had a full medi-
ating role in the effect of talent management on affective commitment and continuance
commitment and a partial mediating role in affecting normative commitment.
Conclusion: Talent 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 policy: This 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.
K E YWOR D S
extrinsic satisfaction, intrinsic satisfaction, job satisfaction, nurse, organizational commitment, talent, talent
management
ment have become the most valuable asset of organizations
in HRM. Today, they are considered adding value talents
(Atlı, 2013) who create competitive advantages by adapting
to changes and innovations and increase the organization’s
performance and success (Nobarieidishe et al., 2014). Accord-
ingly, HRM has evolved toward talent management (TM)
(Atlı, 2013).
TM, which emerged as a concept in the late 1990s (Atlı,
2013), has attracted more and more attention in recent years
(Ingram & Glod, 2016), defined as a systematic process to
wileyonlinelibrary.com/journal/inr © 2022 International Council of Nurses. 
 GÜL et al.
attract, develop, and retain talented employees (Meyers &
van Woerkom, 2014). TM developed a novel talent-focused
perspective regarding HRM practices. TM regarded as
the new vision of human resources (Atlı, 2013) is about
strategic positions (Collings & Mellahi, 2009), focuses on tal-
ented employees (Meyers & van Woerkom, 2014), considers
differences of employees such as performance and potential
(Collings & Mellahi, 2009; Iles et al., 2010), and based on this,
adopts the principle that reward and wage policies should
be differentiated (Collings & Mellahi, 2009). HRM addresses
a broader scope than TM because it is about managing the
entire workforce with an equitable understanding that covers
all employees (Iles et al., 2010; Meyers & van Woerkom, 2014).
HRM focuses on management functions while TM focuses
on attracting, developing, and retaining talented employees
(Iles et al., 2010). HRM is insufficient for the strategic and
effective use of talents, which is the difference between TM
and HRM (Collings & Mellahi, 2009; Iles et al., 2010; Meyers
& van Woerkom, 2014). TM has an approach that focuses on
talent at all stages of HRM and does not cover all employees
in the organization.
The World Health Organization (WHO) stated that coun-
tries should attract, deploy, and retain the nursing workforce
to increase the efficiency and productivity of nurses who are
the most crowded group of the health workforce (WHO, 2020,
2021). The International Council of Nurses (ICN) also states
that it is necessary to recognize the skills, qualifications, and
talents of nurses and invest in nurse manpower (ICN, 2021,
2022). ICN (2022) states that investments made in nursing can
improve nurses’ satisfaction and retain them in the profession
if nurses’ talents are utilized in the best way. Haines (2013)
defined TM in nursing as the process of attracting, devel-
oping, and retaining. The same study reported that nurses
wanted to be recognized and valued for their skills and talents,
that more importance should be given to applications such as
strong leadership, effective staff recognition programs, reward
and career policies, participation in decisions and recognition
of achievements and that these practices were important in
attracting, developing, and retaining talent, including TM in
nursing.
Talent attraction is giving the right message to the right tal-
ent (Atlı, 2013). Unlike human resources practices, it is aimed
to discover and attract innovative, creative, promising, and
talented employees with high performance and potential in
the talent attraction (Turner, 2018). Turner (2018) emphasizes
the necessity of a holistic approach for attracting applications
that includes factors such as career and professional devel-
opment and employees’ values and beliefs besides economic
rewards. Recruitment process, corporate brand and image,
employee value proposition, corporate reputation, employee
brand, and being a preferred employer are important param-
eters in attracting talented employees (Atlı, 2013). Sonmez
and Yildirim (2009) reported in a study they conducted with
nurses that hospitals that provide opportunities for horizontal
and vertical promotion and have clear development policies
were more effective in attracting.
Talent development, defined as the process of improv-
ing employees’ skills and attitudes (El Dahshan et al., 2018),
includes practices such as training and development (e.g.,
coaching, mentoring, orientation, electronic learning, career,
and leader development) for talented employees (Atlı, 2013).
The TM practices including performance motivation, train-
ing, and development have an impact on employees’ job
satisfaction (Hafez et al., 2017). Thus, environments that sup-
port nurses to invest in their personal development (Rosser,
2022) and enable them to develop their current and future
talents should be provided (Gül & Sönmez, 2022).
Talent retention is defined as taking the necessary pre-
cautions to ensure that talented employees will work in the
organization for a long time (Atlı, 2013). Practices such as
career and development opportunities, providing a meaning-
ful job, coaching and mentoring, training and development
programs, leadership development, wage, creating a posi-
tive working environment, and openness and fairness are
deemed important for talent retention in health services
(Turner, 2018). Ahmed et al. (2019) reported that retaining
talented nurses could be achieved through practices such
as appropriate wages, continuing education, career develop-
ment, and additional payments. A non-nursing study showed
that employees do not want to leave an organization that
offers opportunities for advancement and growth, and pay is
important in retaining employees (Kumar, 2022). Practices for
retaining the best talents with strategic importance to ensure
institutional development reveal the difference between TM
and HRM.
Although there are no direct TM practices for nursing
in Turkey, it is known that a few related studies have been
conducted (Nursing Law (Number: 6283) 1954; Sonmez &
Yildirim, 2009; Yeşilyurt et al., 2020). Institutional managers
are not involved in the recruitment process of nurses because
nurses are recruited through central appointment in pub-
lic institutions (Yeşilyurt et al., 2020). A qualitative study in
Turkey found that the criteria nurse managers consider in
the recruitment of nurses are personal characteristics, educa-
tion level, experience, and competence (Yeşilyurt et al., 2020).
Most institutions pay attention to nurses’ education, experi-
ence, competencies, and certificates during their assignment
to suitable positions. Furthermore, nurses can find work as a
specialist nurse in an institution suitable for their education
after completing a postgraduate education within the scope
of the Nursing Law (1954) updated in 2007 (Nursing Law,
1954). In addition, most institutions carry out practices, such
as orientation training, increasing professional knowledge and
skills, training activities for personal development programs,
participation in conferences and congresses, courses for spe-
cial fields and postgraduate educational opportunities (Arıcı,
2016), courses and seminars, certificate programs, economic
opportunities for retention, awarding, establishing positive
working environments and supporting individual career plan-
ning for the training and development of nurses. Sonmez and
Yildirim (2009) reported in a study they conducted with nurse
managers in Turkey that training programs were the most
TALENT MANAGEMENT IN NURSING
common technique used for career development, that man-
agers took into account basic criteria such as employee’s talent
and performance, education level, and area of expertise in the
promotion of nurses, and that they gave priority to being a
bachelor’s and master’s degree in the placement of nurses.
TM was stated to be effective in creating job satisfaction
(Hafez et al., 2017; NareshBabu et al., 2017) and organizational
commitment (Tarakçı & Öneren, 2018). Non-nursing studies
found that there was a positive relationship between TM and
job satisfaction (NareshBabu et al., 2017; Serim Bahadınlı,
2013) and organizational commitment (Nobarieidishe et al.,
2014). Previous non-nursing studies reported that TM affected
job satisfaction (Hafez et al., 2017; Serim Bahadınlı, 2013;
Tarakçı & Öneren, 2018) and organizational commitment
(Tarakçı & Öneren, 2018). Obeidat et al. (2018) recommended
evaluating the effect of the mediating variable in studies
that will be associated with TM. Also, a non-nursing study
reported that organizational commitment could be achieved
by increasing job satisfaction of employees with TM (Naresh-
Babu et al., 2017). TM attaches importance to developing and
strengthening the employees, thereby increasing job satisfac-
tion (NareshBabu et al., 2017). A business study found that job
satisfaction had a mediating role in the relationship between
TM and organizational commitment (Serim Bahadınlı, 2013).
A nursing study showed a positive relationship between job
satisfaction and organizational commitment (Kim et al., 2017).
Chang (2015) reported that nurses’ job satisfaction affected
organizational commitment significantly and positively, that
job satisfaction formed more easily and changed more often
than organizational commitment, and that this should be
addressed as an antecedent, not an outcome of organizational
commitment. According to the above-mentioned litera-
ture, in the relationship between TM, job satisfaction, and
organizational commitment, job satisfaction has a positive
relationship with both TM and organizational commitment,
suggesting that job satisfaction emerges as an outcome of
TM practices and may have a mediating role in the effect of
TM on organizational commitment. Direct or indirect effects
that may arise between the TM and organizational com-
mitment can be analyzed through the mediating role of job
satisfaction.
The relationship between TM and emotional intelligence
(Ahmed et al., 2019), work involvement and employee per-
formance (Sopiah et al., 2020), organizational performance
(Ahmed et al., 2019; El Dahshan et al., 2018), work engage-
ment and retention (Elhaddad et al., 2020), job crafting and
innovation (Abd El Rahman & Farghaly, 2019), and organi-
zational commitment (Elkady et al., 2021) was investigated in
a sample consisting of nurses, and it was found that studies
conducted on the subject (Arıcı, 2016; Haines, 2013) were lim-
ited. Such a relationship has not been examined in nursing in
previous studies. In this regard, the aim of this study was to
determine the effect of TM on job satisfaction and organiza-
tional commitment of nurses and the mediating role of job
satisfaction.

METHODS
Design
The study was conducted using a correlational design. The
study complies with the STROBE checklist for cross-sectional
studies.
Setting and participants
The study population included all the nurses working at a
public and a university hospital in Çanakkale (N = 626). The
selected two hospitals are the only public and university hos-
pitals in the city center. The sample was selected through the
convenience sampling method and included 482 volunteer
nurses who were working actively (n = 482) (response rate:
76.9%).
Instruments
Data were collected using an Information Form, the Talent
Management Scale (TMS), the Minnesota Satisfaction Ques-
tionnaire (MSQ), and the Organizational Commitment Scale
(OCS).
Information form
It was developed by the researchers and included 14 ques-
tions about the demographic (e.g., age, sex, marital status)
and employment (e.g., department, professional experience)
characteristics of the nurses.
Talent Management Scale (TMS)
It is a one-factor scale, which was developed by Tutar et al.
(2011), tested for validity and reliability and includes 18 items.
The questions are about education and development (e.g., “My
managers support me to participate to education programs.”),
leadership (e.g., “Effective leadership is provided for talented
employees.”), communication (e.g., “My managers ensure
strong coordination among talented employees.”), mentor-
ship (e.g., “My managers mentor talented employees.”) and
performance assessment (e.g., “Prospective assessments are
made for the potential performance of talented employees.”).
It is a five-point Likert-type scale (1 = never, 5 = always).
The scale scores are assessed as follows: “lower than 2.5” low
perception of TM, “between 2.5 and 3.00” medium-level per-
ception of TM, and “between 4.00 and 5.00” high perception
of TM (Tutar et al., 2011). Cronbach’s alpha coefficient of the
original scale was (α) 0.93. The (α) value of this study is in
Table 1.
 GÜL et al.

TA B L E  Correlations between means, standard deviations, Cronbach’s alpha coefficients, and scales (n = 482)

Mean (SD) Min-–Max        

1. Talent management 2.44 (0.96) 1–5 0.96***

2. Intrinsic satisfaction 3.32 (0.76) 1–5 0.451** 0.90***
3. Extrinsic satisfaction 2.81 (0.81) 1–5 0.541** 0.795** 0.85***
4. General job satisfaction 3.12 (0.74) 1–5 0.515** 0.964** 0.928** 0.93***
5. Affective commitment 3.96 (1.17) 1–7 0.288** 0.414** 0.465** 0.459** 0.79***
6. Normative commitment 3.83 (1.30) 1–7 0.455** 0.516** 0.592** 0.577** 0.572** 0.80***
7. Continuance commitment 4.28 (1.31) 1–7 0.103* 0.190** 0.118** 0.169** 0.002 0.335** 0.80***
0.024 0.009 0.971
8. Organizational commitment 4.02 (0.92) 1–7 0.384** 0.507** 0.531** 0.545** 0.692** 0.870** 0.631** 0.82***

Abbreviations: Min, minimum; Max, maximum; SD, standard deviation.

Pearson correlation test.
*p < 0.05; **p < 0.01.
***Cronbach’s alpha coefficient in this study.

Minnesota Satisfaction Questionnaire (MSQ) Ethical considerations

It was developed by Weiss et al. (1967). Baycan (1985) car-
ried out the Turkish validity and reliability of the scale. It is
a five-point Likert-type scale (1 = very dissatisfied, 5 = very
satisfied). It consists of intrinsic satisfaction (12 items), extrin-
sic satisfaction (8 items), and general satisfaction (20 items).
Mean scores close to 5 indicate higher job satisfaction, and
mean scores close to 1 indicate lower job satisfaction. The (α)
value of the original scale was 0.86 for intrinsic satisfaction,
0.80 for extrinsic satisfaction, and 0.90 for general satisfaction.
The (α) values of this study are in Table 1.
Permissions were taken from the Çanakkale Onsekiz Mart
University Faculty of Medicine Clinical Research Ethics
Committee (September 28, 2017; Number: 18920478-
050.01.04/E.113236), the hospital administrations, and the
authors who developed the scales or adapted them to Turkish.
The nurses were informed about the study and were assured
about data privacy before administrating the tools. The par-
ticipation of the nurses was voluntary. During data collection,
consent was obtained from each participant.

Organizational Commitment Scale (OCS)
It was developed by Allen and Meyer (1990), and the Turk-
ish validity and reliability of this 24-item scale were carried
out by Wasti (2000). The Turkish version of the scale consists
of 18 items: affective commitment (6 items), normative com-
mitment (6 items), and continuance commitment (6 items).
It is a seven-point Likert-type scale (1 = strongly disagree,
7 = strongly agree). Mean scores close to 7 indicate higher
organizational commitment, and mean scores close to 1 indi-
cate lower organizational commitment. The (α) value of the
original scale was 0.87 for affective commitment, 0.75 for nor-
mative commitment, and 0.79 for continuance commitment.
The (α) values of this study are in Table 1.
Data collection
Data were collected between September 2017 and March 2018.
The questionnaires took approximately 20–25 minutes to
complete.
Data analysis
The data were evaluated using the SPSS (Statistical Package
for the Social Sciences) 19 (IBM, Corp., Armonk, NY, USA)
and descriptive statistical analyses (mean, standard deviation,
minimum, maximum, number, percentage, and frequency).
Parametric tests were performed by assessing the skewness
(TMS: 0.62, MSQ: −0.48, OCS: −0.27) and kurtosis (TMS:
−0.32, MSQ: 0.19, OCS: −0.42) values to determine the nor-
mal distribution of the data. Among the parametric tests,
ANOVA and independent groups t test were used for inter-
group comparisons. Tukey test, an advanced analysis, was
used to determine the group that caused the difference. In
addition, Pearson correlation analysis, single linear regression,
and hierarchical regression analysis were used to determine
the relationship between the variables. The Baron and Kenny
model was used to determine the mediating effect. According
to this model, the independent variable (TM) should have a
significant effect on the dependent variable (job satisfaction
and organizational commitment) and the mediating variable
(job satisfaction). In the joint analysis of the mediating vari-
able (job satisfaction) and independent variable (TM), the
TALENT MANAGEMENT IN NURSING
mediating variable (job satisfaction) should have a signifi-
cant effect on the dependent variable (affective commitment,
normative commitment, continuance commitment) and the
effect of the independent variable (TM) on the dependent
variable (affective commitment, normative commitment, con-
tinuance commitment) should decrease (partial mediation) or
disappear (full mediation) (Baron & Kenny, 1986). The Sobel
test was used to determine the significance of the mediating
effect (Sobel, 1982).
FINDINGS
Of the nurses 56.0% were aged between 37 and 47, 93.2% were
female, 46.3% had a bachelor’s degree, 69.7% worked in a hos-
pital affiliated with the Ministry of Health, 21.0% worked in
the intensive care unit, 74.5% worked in shifts, and 85.3% were
permanent nurses. Most of the nurses worked for a duration
of 0 to 5 years within the institution 46.3% and the duration
of their professional experience was between 18 and 23 years
24.7%. Of the nurses, 42.9% had a certificate, and 69.6% of
those who have a certificate worked in places suitable for their
certificates.
The total mean score on the TMS was 2.44 (SD = 0.96). The
mean general job satisfaction of nurses score on the MSQ was
3.12 (SD = 0.74). The intrinsic satisfaction mean score of 3.32
(SD = 0.76) was higher than the extrinsic satisfaction mean
score of 2.81 (SD = 0.81). The total mean score on the OCS
was 4.02 (SD = 0.92). The highest mean score of the OCS
subdimensions was found at 4.28 (SD = 1.31) in continuance
commitment and the lowest was 3.83 (SD = 1.30) in normative
commitment (Table 1).
When the correlation between variables was evaluated,
a moderate positive relationship was found between TM
and intrinsic satisfaction, extrinsic satisfaction, general job
satisfaction, normative commitment, organizational commit-
ment. Also, a weak positive relationship was found between
TM and affective commitment and continuance commitment
(p < 0.05) (Table 1).
The model was found to be significant according to the
regression analysis. TM was found to positively affect intrinsic
satisfaction and extrinsic satisfaction, and to explain 20.4% of
the change in intrinsic satisfaction and 29.2% of the change in
extrinsic satisfaction (Table 2). It was determined that TM had
a positive effect on affective commitment, normative com-
mitment, and continuance commitment. TM was found to
explain 8.3% of the change in affective commitment, 20.7% of
the change in normative commitment, and 1.1% of the change
in continuance commitment (p < 0.05) (Table 2).
The mediating role of job satisfaction was examined sepa-
rately in the relationship of TM with organizational commit-
ment subdimensions. It was determined that TM significantly
positively affected affective commitment and job satisfaction.
When TM and job satisfaction were added together as inde-
pendent variables to model 3, the created model was found to
be significant, and TM and job satisfaction explained 21.4% of
affective commitment. Job satisfaction affected affective com-

mitment significantly and positively; however, TM did not
affect it significantly (p > 0.05). Job satisfaction had a full
mediating role in the effect of TM on affective commitment
(Sobel = 7.399; p < 0.05; Table 2; Figure 1).
In the relationship between TM and normative commit-
ment, TM significantly positively affected normative com-
mitment and job satisfaction. When TM and job satisfaction
were added together as independent variables to model 3, the
created model was significant, and TM and job satisfaction
explained 36.7% of normative commitment. Job satisfaction
affected normative commitment significantly and positively.
The effect of TM on normative commitment decreased com-
pared to model 1, and the coefficient decreased. Accordingly,
job satisfaction had a partial mediating role in the effect of TM
on normative commitment (Sobel = 8.438; p < 0.05; Table 2;
Figure 1).
In the relationship between TM and continuance com-
mitment, TM significantly positively affected continuance
commitment and job satisfaction. When TM and job sat-
isfaction were added together as independent variables to
model 3, the created model was significant, and TM and job
satisfaction explained 3% of continuance commitment. Job
satisfaction affected continuance commitment significantly
and positively (p < 0.05); however, TM did not affect it signif-
icantly (p > 0.05). Job satisfaction had a full mediating role in
the effect of TM on continuance commitment (Sobel = 2.921;
p < 0.05) (Table 2) (Figure 1).
DISCUSSION
In this study, TM perception of nurses was found to be low.
Studies conducted in Malawi (Dzimbiri & Molefakgotla, 2021)
and Egypt (Elhaddad et al., 2020) about nursing found the
nurses’ TM perception to be low. Arıcı (2016) conducted a
study to determine the views of nurses in Turkey on TM and
reported that executive, special branch, and special field nurs-
ing positions are considered key positions, and the nurses’
perceptions on being assigned suitable for their abilities are
higher than those in key positions, and that half of the nurses
stated that there was no talent pool. Ingram and Glod (2016)
reported in their study conducted with health institutions in
Poland that TM is not applied. In two quasi-experimental
studies, preintervention, it was found that the nurse man-
agers did not have sufficient knowledge about TM (Youssef
Elhanafy & Moh Samir El Hessewi, 2021) and the training on
TM had an effect on increasing the knowledge and practices of
nurse managers on TM (Abdrabou & El-SayedGhonem, 2020;
Youssef Elhanafy & Moh Samir El Hessewi, 2021). Another
two studies found that nurses are satisfied with TM practices,
and the hospital attracts, develops, motivates, and retains tal-
ented employees through the TM process (Ahmed et al., 2019;
El Dahshan et al., 2018). This result suggests that nurses think
that their talents are not managed effectively, the TM prac-
tices in their institution are insufficient, the talent-focused
approach is not applied, and no importance is placed on
TM. The continuation of traditional personnel management
 GÜL et al.

TA B L E  The mediating role of job satisfaction in the relationship between talent management and organizational commitment subdimensions (n = 482)

Coefficients Model
Dependent variable Independent variable B t P F p R

1. Affective commitment Stable 3.113 22.412 0.000* 43.268 0.000* 0.083

Talent management 0.348 6.578 0.000*
2. Job satisfaction Stable 2.157 27.470 0.000* 173.048 0.000* 0.265
Talent management 0.394 13.155 0.000*
**Intrinsic satisfaction Stable 2.461 29.398 0.000 122.733 0.000 0.204
Talent management 0.353 11.078 0.000*
**Extrinsic satisfaction Stable 1.700 20.102 0.000 198.257 0.000 0.292
Talent management 0.454 14.080 0.000*
3. Affective commitment Stable 1.669 8.085 0.000* 65.251 0.000* 0.214
Talent management 0.085 1.479 0.140
Job satisfaction 0.085 1.479 0.140
1. Normative commitment Stable 2.334 16.286 0.000* 125.250 0.000* 0.207
Talent management 0.611 11.192 0.000*
2. Job satisfaction Stable 2.157 27.470 0.000* 173.048 0.000* 0.265
Talent management 0.394 13.155 0.000*
3. Normative commitment Stable 0.566 2.754 0.006* 138.771 0.000* 0.367
Talent management 0.289 5.065 0.000*
Job satisfaction 0.820 10.999 0.000*
1. Continuance commitment Stable 3.941 24.399 0.000* 5.160 0.024* 0.011
Talent management 0.140 2.272 0.024*
2. Job satisfaction Stable 2.157 27.470 0.000* 173.048 0.000* 0.265
Talent management 0.394 13.155 0.000*
3. Continuance commitment Stable 3.339 12.997 0.000* 7.112 0.001* 0.029
Talent management 0.030 0.421 0.674
Job satisfaction 0.279 2.996 0.003*

*p < 0.05.
**Single linear regression analysis.
Hierarchical regression analysis, Sobel test.

FIGURE  The mediating role of job satisfaction in the relationship between talent management and organizational commitment subdimensions
TALENT MANAGEMENT IN NURSING
practices in the public health system may have an impact on
this result.
In this study, the nurses’ general job satisfaction was found
to be above average. Among the subdimensions of job satisfac-
tion, intrinsic satisfaction was found to be higher compared
with extrinsic satisfaction. Similarly, a study conducted in
the Philippines, nurse job satisfaction was found to be above
the midpoint (Labrague et al., 2020). Studies conducted in
Turkey (Durmaz & Sabuncu, 2019; Kılıç et al., 2021; Mert
& Türkmen, 2020) and international studies (Bagheri Hos-
sein Abadi et al., 2021; Kim et al., 2017) have also reported
that nurses’ job satisfaction was at the medium level. Dur-
maz and Sabuncu (2019) found intrinsic satisfaction of the
nurses higher than extrinsic satisfaction. That the nurses’
job satisfaction is not high in this study might be due to
individual and organizational reasons. Additionally, nurses
might be more satisfied with the content, scope, and char-
acteristics of the job (intrinsic satisfaction) and have lower
levels of external satisfaction due to the insufficient practice
of organizational policies, institutional management, wage,
working conditions, career opportunities, and developmental
opportunities (extrinsic satisfaction).
In this study, the nurses’ organizational commitment was
found to be above average. The highest mean score was
seen in continuance commitment, followed by affective com-
mitment and normative commitment, respectively. A study
conducted in Turkey found that nurses’ normative commit-
ment, affective commitment, and continuance commitment
was slightly above average (Akgerman & Sönmez, 2020).
Studies conducted in Taiwan (Chang, 2015), Egypt (Elkady
et al., 2021), and South Korea (Hwang et al., 2022) found
that nurses had a medium organizational commitment. A
study found that nurses’ normative commitment has the
highest mean in public hospitals, and nurses’ continuance
commitment was the highest mean in non-public hospitals
(Elkady et al., 2021). This study found that nurses could
not identify themselves sufficiently with their institutions,
and could not feel affiliated with the institution (affective
commitment), that their loyalty (normative commitment) to
continue working in the institution was not high, and that
they continued working in the organization due to economic
problems or because they had no other choices (continuance
commitment).
It was found that TM had a moderate positive relation-
ship between intrinsic satisfaction, extrinsic satisfaction, job
satisfaction, normative commitment, and organizational com-
mitment, and a weak positive relationship between affective
commitment and continuance commitment. A study con-
ducted in Turkey non-nursing found a positive moderate rela-
tionship between TM and job satisfaction and extrinsic sat-
isfaction and another positive moderate relationship between
abstract TM and intrinsic satisfaction (Serim Bahadınlı, 2013).
Non-nursing studies in the international literature found a
positive (NareshBabu et al., 2017; Nobarieidishe et al., 2014)
and a moderate (Kamal & Lukman, 2017) relationship between
TM and job satisfaction. Serim Bahadınlı (2013) reported
a positive relationship between perception of TM practices

(abstract–concrete) and affective commitment (medium) and
normative commitment (weak), and a negative relationship
with continuance commitment (weak) in the business field.
International nursing (Elkady et al., 2021) and non-nursing
(Nobarieidishe et al., 2014) studies also reported a positive
relationship between TM and organizational commitment.
According to these results, it can be said that TM increases
job satisfaction and organizational commitment. The nurses’
job satisfaction can increase, and their intention to quit can
decrease in health institutions that are aware of, develop, and
appropriately evaluate the talent.
In the regression analysis in this study, it was found
that TM significantly and positively affected nurses’ intrinsic
satisfaction and extrinsic satisfaction, job satisfaction, affec-
tive commitment, normative commitment, and continuance
commitment. Non-nursing previous studies, similar to the
current study, found that TM affected job satisfaction posi-
tively (Alparslan & Saner, 2020; Dalal & Akdere, 2021; Tarakçı
& Öneren, 2018) and significantly (Alparslan & Saner, 2020;
Dalal & Akdere, 2021; Hafez et al., 2017), and that it affected
the job satisfaction subdimensions of intrinsic satisfaction and
extrinsic satisfaction significantly (Serim Bahadınlı, 2013). A
study conducted in the academic field in Turkey reported
that TM significantly and positively affected affective com-
mitment, normative commitment, continuance commitment,
and organizational commitment (Tarakçı & Öneren, 2018).
The nurses’ satisfaction, sense of belonging, and will to
work in the same institution can increase if the institutions
adopt a talent-oriented HRM approach, appreciate and ideally
place talent, and provide career development and promotion
opportunities.
When the mediating role of job satisfaction on the organi-
zational commitment of nurses was evaluated, job satisfaction
had a full mediating role in the relationship of TM with affec-
tive commitment and continuance commitment and a partial
mediating role in the relationship of normative commitment.
Serim Bahadınlı (2013) reported that job satisfaction had a
partial mediating role between the abstract perception of TM
practices and affective commitment, normative commitment,
and continuance commitment in the business field. Accord-
ingly, it can be said that job satisfaction is effective in ensuring
nurses’ organizational commitment with TM, and that TM
should be included in the activities to increase job satisfaction.
Therefore, it can be concluded that nurses identify with the
organization (affective commitment), feel responsible about
staying in the organization (normative commitment), and
will remain in the organization due to financial opportunities
(continuance commitment).
LIMITATIONS
This study was conducted with nurses working in public hos-
pitals in a certain period of time and in a city. The data were
collected based on self-reports. The TMS was not developed
in nursing. The results were discussed along with other fields
due to the limited number of studies on TM in nursing.
 GÜL et al.
CONCLUSION
It was determined that the nurses working in the public hos-
pital had low TM perceptions. This finding shows that TM
practices for nurses working in public hospitals are found to be
insufficient. Therefore, TM practices are needed for nurses in a
public hospital. This study found that TM affected nurses’ gen-
eral job satisfaction and its subdimensions and subdimensions
of organizational commitment significantly and positively.
The study also showed that TM had a full mediating role
in ensuring affective commitment and continuance commit-
ment, and a partial mediating role in achieving normative
commitment within its relationship to organizational com-
mitment. This result reveals the importance of job satisfaction
as well as TM in ensuring the organizational commitment of
nurses.
Implications for nursing and health policy
This study provides a comprehensive contribution to the liter-
ature as it is the first to address the relationship between TM,
job satisfaction, and organizational commitment in nurses
and to demonstrate the mediating role of job satisfaction
in this relationship. This study provides evidence that TM
in nursing increases nurses’ job satisfaction and organiza-
tional commitment. Moreover, it provides nurse managers
with an awareness of developing and managing nurses’ tal-
ent. Nurse managers can improve nurses’ job satisfaction and
their commitment to their institution by transforming exist-
ing human resources practices into TM, which includes the
development of nurses’ current and potential talents, via a
talent-based perspective. It is necessary to ensure conditions
that encourage nurses to develop their talents and achieve
positive organizational results. It is also necessary to improve
nurses’ job satisfaction because job satisfaction can create an
environment ensuring TM and organizational commitment.
The implications for nursing policy suggest that necessary
arrangements should be made for TM in nursing in order
to increase the attractiveness of nursing for the future nurs-
ing workforce and to retain the current nursing workforce
in the profession. Thus, strategies and policies regarding TM
in nursing should be developed to make use of the nursing
workforce effectively.
AU T H O R C O N T R I B U T I O N S
Study design: DG, GA, AY; data collection: DG; data analy-
sis: DG, GA, AY; study supervision: DG, GA, AY; manuscript
writing: DG, GA, AY; critical revisions for important intellec-
tual content: DG, GA, AY.
ACKNOWLED GMENT S
This study was prepared based on a master’s thesis of the first
author. We appreciate the participants for their contributions.
CONFLICT OF INTERESTS
No conflict of interest has been declared by the authors.
FUNDING
The study was funded as part of Çanakkale Onsekiz Mart Uni-
versity Scientific Research Project numbered TYL-2017/1374.
ORCID
Duygu Gül MSc, RN, BSN https://orcid.org/0000-0003-
1447-9721
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How to cite this article: Gül, D., Akkaya, G. &
Yildirim, A. (2022) The effect of talent management
on the job satisfaction and organizational
commitment of nurses. International Nursing Review,
1–9. https://doi.org/10.1111/inr.12796