This study assessed the job performance of foodservice managers in Iloilo City and proposed a Human Resource Development (HRD) program to enhance their effectiveness. A total of 107 managers participated in the study, with demographic data indicating a predominance of younger individuals, females, singles, those with less than five years of service, and bachelor’s degree holders. Using the Work Performance Self-Assessment (WPSA) adapted from Whitten and Cameron (1991), job performance was rated “very high” across the entire group, with mean scores indicating strong declarative knowledge, procedural skills, and motivation. T-test analyses revealed significant differences in job performance based on civil status and educational attainment with married managers, and those with bachelor’s degrees, performed significantly better. No significant differences were found based on sex, age, or length of service. Based on these findings, a comprehensive HRD program was proposed, emphasizing training, motivation, performance feedback, continuing education, demographic- based interventions, and mentorship. The study concluded that performance excellence in the foodservice industry is more closely tied to competencies and educational background than to demographic variables, thus, recommending performance-based development strategies to sustain and improve managerial effectiveness.

Keywords: Work Performance, Food Service Managers, Human Resources, Development Program