The existence of HRM requires strategic planning. Regarding HRM development, companies must focus on the sustainability of their systems and practices. The focus of this paper is based on job satisfaction and employee performance, so we limit the determinants of discipline, culture, and competence to that. The method requires in-depth exploration through surveys or direct interviews with respondents with 59 employees at PT Trimanunggal Nugraha Samarinda. Then, the data were processed from a questionnaire instrument and seven hypotheses tested with multivariate analysis or SEM-PLS. There are two stages of presentation, namely assessing the measurement model and the structural model. In the first structure, we find that discipline, organizational culture, and competence have a positive-significant effect on job satisfaction. For the second structure, only one hypothesis can be accepted with the explanation that competence has a positive-significant effect on employee performance. Meanwhile, discipline and job satisfaction have a positive-insignificant effect on employee performance, but organizational culture actually has a negative impact on employee performance because the results are negative-insignificant. The contribution and added value of this empirical study can be used as benchmarks for the right decision-makers such as the main director, special divisions, and planning boards.