Performance management and job performance: The intervening role of job engagement at Sichuan University of science and engineering, China

The growing emphasis on enhancing the overall strength of higher education institutions has led many public universities to adopt enterprise-like management models. This study draws upon a joint conceptual framework to examine how performance management practices influence job outcomes. Data were collected via questionnaires from 647 faculty members at Sichuan University of Science and Engineering in China, focusing on perceptions of performance management, job engagement, and job performance. The findings indicate that performance management practices were generally viewed positively and had a significant impact on job performance, with job engagement mediating 64.4 % of the effect. These results offer practical implications for human resource management, highlighting the importance of tailored training, performance monitoring, incentive structures, and talent development, which are strategies applicable not only to higher education but also to a wide range of organizational contexts. Unlike prior studies, this research integrates Two-Factor Theory and Social Exchange Theory to explain how optimizing performance management can foster greater job engagement and, ultimately, enhance organizational performance and competitiveness.