Employee performance is a critical determinant of organizational effectiveness in the public sector, particularly within regional government institutions where human resources are central to service delivery. This study investigates the interrelationship between job satisfaction, work discipline, and employee performance at the Office of the Personnel, Education, and Training Agency (BKPP) of Teluk Bintuni Regency, West Papua, Indonesia. A quantitative associative research design was employed using a saturated sampling technique involving all 60 employees. Data were collected through questionnaires, interviews, observations, and document review, and subsequently analyzed using descriptive statistics, Principal Component Analysis (PCA), and path analysis with SPSS version 25.The results reveal that job satisfaction is strongly influenced by workplace conditions, including noise-free environments, adequate workspace, and supportive office situations, while salary-related and coworker-related factors contributed less significantly. Work discipline was found to be a major predictor of performance, with indicators such as time management, task responsibility, and adherence to office rules exerting strong positive effects, whereas mere punctuality and attendance were less impactful. Employee performance was primarily explained by compliance-oriented indicators—timeliness, quality of work, and alignment with job descriptions—while initiative, independence, and willingness to work overtime showed weaker associations. PCA indicated that three latent dimensions—satisfaction, discipline, and performance—explained more than 60% of the variance, confirming their central role in shaping organizational outcomes. The study concludes that performance improvement in regional government agencies is better achieved through strengthening workplace conditions and fostering a culture of responsibility rather than relying solely on financial incentives. Recommendations include enhancing office ergonomics, embedding accountability-based discipline, integrating innovation into performance appraisals, and aligning human resource policies with Indonesia’s bureaucratic reform agenda. These findings provide empirical evidence to guide strategic human resource management in local government institutions.