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The performance of faculty and staff in higher learning education, the Institut Pengajian Tinggi Awam (IPTA) and Institut Pengajian Tinggi Swasta (IPTS) is a critical factor for an organization’s success. In correspondence to the New Economic Policy (1971-1990) and the National Development Policy (1991-2000) for the improvement in economic status and quality of life, the Malaysian government has highlighted the need to create a new and more effective academic talent pool. This was stated under shift two pertaining to talent in the Higher Education Blueprint (2015-2025) (Ministry of Education Malaysia, 2015). This creates a niche in human resource literature and a practice on how the higher learning institutions, (IPTA and IPTS) can retain talent by promoting career growth (Nawaz & Pangil, 2016) through job satisfaction. Therefore, there is a need to investigate the performance dynamics which influence the employee’s intrinsic motivation and job satisfaction demeanor in higher learning institutions. This research is designed specifically to examine the causal relationship in the areas of human resource practices, transparency and fairness in evaluation process, feedback effectiveness, facilitation of employee training requirement and reinforcement of rewards, with inspiration to raise motivation and job satisfaction. The study analyzed the correlation in a sample size of 84 full time academic and non-academic faculty members and staff employed in public (IPTA) and private universities (IPTS) located in Klang Valley, Malaysia. A questionnaire was distributed online to collect primary data and was analyzed using statistical test, such as t-test, ANOVA followed by Duncan Multiple Range Test (DMRT), Friedman test, and discriminant analysis were used to analyze the hypothesized relationship among the research dimensions. The findings indicated that the identified performance appraisal (PA) factors to increase faculty and staff motivation and job satisfaction level was significant. It is vital to state that job satisfaction is one’s feeling towards one’s job that can be only inferred and cannot been seen (Armstrong & Taylor, 2014) therefore, the dimensions studied are some of the key insinuations in achieving job satisfaction with room for more future research.