There is a dearth of studies examining job satisfaction and work performance among Contract of Service (CoS) and regular employees in the public sector, specifically in the fisheries sector. This study addresses this gap. This quantitative research design examined the determining factors (i.e., hygiene and motivational factors) affecting job satisfaction and work performance at the Bureau of Fisheries and Aquatic Resources Region 4A (BFAR 4A). The respondents included 43 CoS employees and 44 regular employees selected through purposive sampling, ensuring that only employees with at least one year of experience were included. The 5-point Likert Scale measured perceptions of hygiene status, motivational factors, work performance, and job satisfaction. The data was analyzed by frequencies, means, and Pearsons r. Regression analysis and two-tailed tests examined significant correlations between variables at p≤0.05 and p≤0.01 significance levels. Results showed that, for both CoS and regular employees, hygiene factors (organizational culture, organizational support, leadership style, work environment, and communication) at BFAR are high, with x̄grand=4.11, sd=.80 for CoS, and x̄grand=3.97, sd=.79 for regular employees. Similarly, both CoS and regular employees evaluated the motivational factors (training, motivation, and work-life balance) as high, with x̄grand=4.01, sd=.83 for CoS, and x̄grand=3.91, sd=.66 for regular employees. Work performance (productivity, quality of work, timeliness, efficiency, and accountability) was high, with x̄grand=4.26, sd=.69 for CoS, and x̄=4.22, sd=.74 for regular employees. CoS and regular employees had a high job satisfaction level (with x̄=4.12, SD=.75 for CoS, and x̄=4.03, SD=.80). The study found no significant relationship between respondents profiles and work performance or job satisfaction, except for educational attainment and efficiency (p=0.006). At p≤0.01, hygiene factors significantly affected employees work performance and job satisfaction (all p-values=0.00). The overall hygiene factors affected work performance, while the combination of work environment (p=0.000) and leadership style (p=.002) influenced job satisfaction. Motivational factors notably impacted employees work performance and job satisfaction, p<0.01. Work-life balance influenced work performance, while training and professional development had a significant impact (p=0.39) on job satisfaction. The findings, therefore, strengthened Herzbergs 2-factor theory. A similar study using a mixed-method research design is recommended to examine the variables in this study more thoroughly and confirm the present findings.