Only if the human resources components of the human enterprise are correctly developed through training and manpower development will goals be achieved and good returns on investment be realised. Atiomo stressed that a company's future success depends on more than just producing a product that is competitive in terms of price, quality, and quantity. It also depends on expanding the range of products that are produced. The other prerequisite for success should come into play if the organisation has individuals with the necessary vision, drive, and expertise leading the force and facilities. Despite having capable and motivated personnel, the right tools, and managerial support, an organization's productivity may fall short of expectations. Generally speaking, a lack of necessary skills and knowledge, which are developed through manpower training and development, is one of the missing variables in many circumstances. According to Ojo, who is referenced by Ngu, the Nigerian government's efforts to promote the growth of its indigenous workforce are insufficient. According to research by Yusuf, Jose, and Ngu, most hiring institutions in Nigeria tend to be less concerned with the training and development of their employees.

Ojo linked this to both a lack of financial resources and, more broadly, an ignorance of the significance of staff development and training programmes and how they effect employees' performance in their particular firms. Given the aforementioned, any organisation, regardless of how technologically advanced, cannot be characterised by its structures, machinery, or tools; rather, the attainment and development of its human resource capital is what drives its rise in productivity. In light of this, the Tertiary Education Trust Fund (TETFund) Academic Staff Training and Development of several chosen universities in Nigeria is used in this study to examine the effects of training and development on workers' productivity.

Types of training and development Induction training: According to Denny, who is referenced by Ngu, induction training is a plan of reception and introduction for newcomers that starts upon arrival and is intended to assist them adjust into the new surroundings as quickly as possible. He states that induction training serves the following purposes:

a) To describe the organization's background and history.

b) To provide the newcomers with job training

c) Clearly defining the chain of command and the chain of comman

d) To create organisational individual strategy

Training that is done on the job versus training that is done off the work has been highlighted by Bass and Vaughan, Green and Biggs, and Flippo, as mentioned by Ngu. According to these authorities, on-the-job training refers to a training method through which a person gains pertinent skills, information, and attitude while performing his or her actual job. Ojo claims that on-the-job training is when a worker is shown how to do the task and given permission to do it under supervision. Stones corrects the fact that mistakes are made during on-the-job training and the procedures are then repeated until the employee understands the right way to do things. According to Kulkarni's definition, on-the-job training includes mentorship and coaching, job rotation, committee assignments, internship training, and step-by-step education. Ngu states that Off the Job Training is a form that can be done away from the workplace. In this instance, the trainees receive theoretical knowledge on how to manage a specific operation. It is typically conducted in classrooms. Off-the-job training, according to Kulkarni, is divided into the following categories: programme instructions, classroom lectures, workshops and seminars, conference technique, vestibule training, behavioural modelling, experimental exercise, audio-visual method, and case study method.