Exploring talent management on employee performance in Chinese higher education institutions: the interplay of job engagement and job satisfaction

Introduction Sustainability in higher education requires attracting, retaining, and developing top faculty to maintain academic excellence and institutional resilience. This study investigates whether job engagement and job satisfaction mediate the relationship between talent management and employee performance in Chinese higher education institutions. Methods A cross-sectional, correlational quantitative survey was conducted. Validated scales were adapted for the Chinese higher-education context through expert validation, back to back translation, and pilot testing. Data were collected from 408 faculty members at public universities in Guangdong Province using convenience sampling. Descriptive statistics and reliability/validity assessments were performed in SPSS 29.0. Hypotheses were tested with PLS-SEM in SmartPLS 4.0. Results Talent management positively influences employee performance through two distinct mediating paths: (1) via increased job engagement and (2) via increased job satisfaction. The career development and performance management components of talent management had unique, significant effects on academic employees, reflecting the influence of teaching and research on career trajectories. Discussion Findings provide empirical support for dual mediation consistent with social exchange theory within Chinese higher education. Practical implications include aligning talent management practices (career development, performance management), clarifying job roles, and soliciting regular feedback to boost engagement and satisfaction, thereby improving faculty performance and institutional sustainability. Limitations include cross-sectional design and convenience sampling; future research should use longitudinal and broader sampling to confirm causal directions.