The objectives of this paper are to investigate the mediating and moderating effects of job satisfaction and organizational commitment on the relationship between HRM practices and organizational performance in Abu Dhabi agriculture and food safety authority. Cross-sectional survey research design has been used and a structured self-administered survey questionnaire was used to collect from the respondents in Abu Dhabi agriculture and food safety authority. Different statistical measures such as descriptive statistics, Partial Least Square (PLS) were used to explore research observations and statistical verification of findings. Apart from these statistical measures, a single mediation moderating models has been tested to know the mediating and moderating effect of job satisfaction and organizational commitment on the relationship between HRM practices and organizational performance, empirical findings revealed the indirect effect of human resource management practices through organisational commitment on organisation performance are significant with the exception of career planning and performance management practice which are not significant. The human resource management with most significant indirect effect on organisational performance through organisation commitment is selection and procurement, followed by job security, then followed by empowerment, then followed by incentive and rewards, and finally by training and development, the research does not found significant mediation of organisational commitment between career planning and performance management as indicated and respectively. Thus, organisational commitment mediates the relationship between human resource management practices (selection and recruitment, job security, empowerment, incentive and rewards, and training and development) and organisational performance significantly. Job satisfaction significantly moderates the influence of empowerment, job security and incentives and rewards on organisational performance but does not significantly moderate the influence of incentives and rewards, training and development, selection and recruitment, and career planning on organisational performance.