Human resource management comprises not only hiring employees but training them as well ensuring that employees perform their job efficiently and effectively. On the other hand, mere training does not ensure job performance, but job satisfaction does. This study aimed to describe the respondents’ human resource practices, their job satisfaction, and their job performance. Also, this is aimed at determining the possible relationship among variables to propose a training and development program to enhance the employees’ job satisfaction and performance. Employing Raosoft sample size calculator, this correlational study employed 363 employees as samples taken from 6,564 total employees of Okada Manila. The researcher utilized a modified adapted questionnaire to determine the respondents’ human resource management practices, level of job satisfaction, and job performance. After treating the data using appropriate statistical tools, results revealed that the respondents’ human resource practices are high across all dimensions – ability, motivation, and opportunity. Likewise, respondents have high levels of job satisfaction in terms of physiological needs, safety, social, esteem, and self-actualization while they have also excellent level of job performance. There is a significant relationship between respondents’ human resource practices and job satisfaction as well as a significant relationship between respondents’ HRM practices and job performance. Lastly, a significant relationship exists between respondents’ job satisfaction and job performance. This implies the importance of prioritizing employee satisfaction to enhance overall organizational performance. A training and development program was proposed.

Keywords: human resource management, job satisfaction, job performance, training and development plan