Due　to　organizations＇　unsatisfactory　and　ineffective　environmental　performance,　scholars　focused　on　employee　behavioral　improvements　rather　than　relying　primarily　on　technological　advancements.　This　study　intended　the　role　of　strategic　HR　practices　toward　talent　retention　through　job　satisfaction　and　employee　work　engagement　in　Pakistan＇s　education　sectors.　Additionally,　this　study　examined　the　moderating　impact　of　psychological　empowerment　on　job　satisfaction　and　work　engagement　toward　talent　retention　and　how　they　affect　universities＇　environmental　performance.　Past　empirical　research　projects　and　related　theories　have　helped　in　the　creation　of　the　conceptual　model.　The　relevant　associations　were　investigated　in　this　study　using　a　sample　of　332　employees　from　the　education　sector　of　Pakistan.　The　partial　least　squares　structural　equation　modeling　(PLS-SEM)　method　is　used　to　evaluate　these　elements　in　the　current　research　investigation.　The　analysis　showed　that　strategic　HR　practices　positively　influence　talent　retention　in　the　education　sector.　Work　engagement　and　job　satisfaction　positively　mediate　the　relationship　between　strategic　HR　practices　and　talent　retention.　Furthermore,　psychological　empowerment　positively　moderates　the　relationship　between　job　satisfaction　and　work　engagement　toward　talent　retention.　Executives　and　policy-makers　of　education　sectors　get　benefit　from　strategic　HR　practices　in　an　environmentally　friendly　setting　by　learning　how　to　foster　a　culture　to　improve　sustainability　and　talent　retention　that　sets　organizational　environmental　values.　Despite　the　previous　research　and　basis　of　AMO　theory,　this　investigation　aims　to　conclude　how　strategic　HR　practices　are　pivotal　in　talent　retention,　especially　in　Pakistan.　Further,　this　study　determines　the　mediating　mechanisms　of　employee　results　(work　engagement,　job　satisfaction)　and　psychological　empowerment　moderating　role.　More　precisely,　three　research　questions　are　addressed　in　this　study:　First,　do　strategic　HR　practices　impact　talent　retention?　Second,　do　work　engagement　and　employee＇s　job　satisfaction　mediate　the　relationship　between　strategic　HR　practices　and　talent　retention?　Finally,　does　psychological　empowerment　moderate　the　relation　of　strategic　HR　practices　with　talent　retention?　The　remaining　parts　of　the　study　are　as　laid　out:　Section　2　discusses　an　outline　of　prior　literature.　Section　3　deals　with　materials　and　methods.　Section　4　reports　data　analysis　and　study　results.　Section　5　deliberates　the　findings　of　the　study.　Finally,　section　6　concludes　the　study　and　provides　policy　recommendations.