The Nigeria's oil industry has been criticized for some time now for its inability to render adequate services to the general public. This criticism is predicated on the fact that the standards of productivity in their services are low and that their facilities (i.e. the refineries) are not working up to capacity. This is evident in their inability to produce at installed capacity and maintain the refineries, thereby leading to importation of fuel into the country for local consumption. For improved performance, the employees require administrative and technological training. Based on the observation, the study determined the types of training programme that existed in the Nigeria's Oil Industry, the instruments used for the identification of training and development needs and the factors that influenced selection of staff for training and development. The job performance of staff before and after training, the application of professional knowledge of trained staff and the competence of staff to cope with changes before and after training were also investigated. To achieve these objectives, data were collected with the aid of Nigeria's Oil Industry Training and Development Questionnaire (NOITDQ). A simple random sampling of 400 trained workers were selected from NNPC, Shell and Chevron. The data generated through the instruments were analyzed using percentages and the chi-square (x2) for testing the stated hypotheses. The result of the analysis shows that oil workers were offered training opportunities and that the most patronized type of training programmes were seminar, conference and workshop. Reports by supervisory staff was the most patronized instrument for identifying and selecting staff for training and development needs; nomination of staff for training was based mainly on low job performance. Professional training, educational qualification and vacancy position were major factors that influenced the deployment of staff after training and that political consideration was rarely used for staff deployment. Application of professional knowledge of staff varied significantly in positive terms with training, and there was a significant difference in competence of staff to cope with changes before and after training in favour of post training. It was concluded that training opportunities were offered to staff and that instruments for identification of training needs existed in the oil industry. There were also training and development; training and appropriate deployment had positive effect on job performance and its inherent tasks. Based on these conclusions, recommendations were made for policy options to ensure effective staff training and development. The recommendations include the following: that courses should be organized for staff through seminars, conferences and workshops in favour of technological change and that there should be flexibility in the selection of staff for training without necessarily adhering to seniority and so on. (Contains 11 tables.)