This study investigates the link between training and performance of four international organizations in the United Arab Emirates which shows how does the linkage (Independent variable) in terms of: 1) The candidate’s proper selection, 2) Effective training programs, 3) Personnel loyalty, and 4) Sound motivation system impacts the organizational performance (Dependent variable). The significance of this study is to draw the attention of decision makers to better realize the negative consequences associated with poor quality of working life and is also to emphasis the importance of keeping employees motivated to encourage them to move onto more innovative and committed tasks. The current study is primarily based on the interpretation the attitudes of 300 employees collected with a use of a structural questionnaire of five-points Likert measurement scale ranging from 1=strongly agree to 5=strongly disagree. Overall, the statistical results developed through the descriptive and inferential statistics with the aid of SPSS software showed a vital link between training and performance and is a critical to the organizational performance. Concerning the linkage between training and performance in terms of the candidate’s proper selection, the correlation analysis results revealed that the true job-related information, organizational goals and the employment legal and balanced legislations respectively tend to be the most significant variables influenced organizational performance in the United Arab Emirates. In relation to the linkage between training and performance in terms of employee effective training enhances his efficiency, the findings of the results revealed that personnel orientation (employee socialization with working community) tends to be the most significant predictive variable of the employee efficiency, while effective training programs relevant to the real work life tends to be the second predictive variable influenced employee efficiency. With respect to the linkage between training and performance in terms of personnel loyalty leads to organizational success, the statistical analysis clearly appeared that effective communication systems which is interactional justice based found to be the most predictive factor of personnel loyalty, whereas fair and equitable promotion policies which is based upon relevant qualification, good interpersonal relationship, leadership quality and understanding the working system within working unit found to be the second predictive factor of personnel loyalty. According to the linkage between training and performance in terms of motivational dimensions enhances employee job satisfaction and higher performance, the correlative findings demonstrated that the achievement recognition which is tied to employee efforts and distributive justice seems to be the strongest significant motivational dimension stimulates employee job satisfaction and high- working performance. Additionally, the documented evidence disclosed that the flexible working hours to fulfill personal commitments ranks the second predictive motivational dimension stimulating employee job satisfaction and higher performance. Further, the results indicated that a job which is based upon smart objectives ranks the third predictive motivational dimension stimulated employee job satisfaction and higher performance, meanwhile the pay rate variable does not play the same major motivational role of achievement recognition and flexible working hours. Based on the significant results, several recommendations are suggested for effective training and performance programs to move from apposition of reaction (consumption culture) to a position of action (production society) by changing work life style and well-being of employees, the key is in changing organizational behavior in a way that make innovation, commitment and engagement a natural course over the life span, moreover adaption and implementation of effective motivational communication systems which are procedural, interactional and distributive justice based to enhance psychological satisfaction, high-morale, organizational performance, organizational effectiveness, large market share, strong marginal revenue and long-term sustainability. Finally; the findings of the present study will have a significant contribution in the existing literature in general and towards the emerging literature in the field of training and performance especially in the context of Middle East where the subject has not been fully explored. This will also set research guidelines for the future researchers and will provide a theoretical framework in the field of HRM with a special reference to training and performance.