Philom Consult
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Shop Ss E 15 Eco Library Market Lagos State University Lasu Ojo
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We write academic research / project work for graduating students at all levels (MBA, MSC, BSC etc).
We are a team of Graduates whom are dedicated to improving on the academic pursuit of our clients through an improved and quality educational consultancy services.
Open Heavens and Open Heavens For Today
Prayer Points On Open Heavens 15 March 2024
Mar 15, 2024 | Daily Prayers & Affirmation, Open Heavens Devotionals
Pastor E A Adeboye
Prayer Points On Open Heavens March 15th, 2024 – The More The Merrier
Click HERE for the Previous Open Heaven Devotional
Open Heaven 2024 Prayer Points for Today:
Thank You, Father, for saving my soul from eternal destruction in hell fire.
Thank You, Father, for the grace and the efforts of those who preached the word that I heard and became saved.
Thank You, Father, for saving my soul so that I can rise for the salvation of others.
Father, in any way I have fallen short of your glory; please, have mercy and forgive me; let Your mercy prevail over the judgment of sin in my life, in Jesus’ name.
Father, rekindle the fire of Your revival upon my life and Your Church, and let every spirit of lukewarmness be destroyed, in Jesus’ name.
Father, raise more end–time soldiers of Christ to preach the gospel to all creatures in Jesus’ name.
Father, raise committed, addictive, and dedicated preachers who will take the gospel worldwide, in Jesus’ name.
Father, release the Holy Spirit afresh upon Your church and increase our zeal and commitment to preach the gospel daily, in season and out of season, in Jesus’ name.
Father, please give me the grace to preach the gospel to at least one person daily, in Jesus’ name.
Father, bless your son, Pastor Enoch Adejare Adeboye; grant him divine health and long life; and bless his ministry, home, and family (biological and spiritual) forever, in Jesus’ name.
Father, bless Your son, whom You have been using to prepare these prayer points beyond measure and all those who have been rebroadcasting them, in Jesus’ name.
Father, remove every challenge, hindrance, and obstacle to communicating these prayer points to Your children timely and daily, in Jesus’ name.
Your Petitions. (Philippians 4:6) In Jesus’ name, I pray. (John 14:13-14; 15:16)
Thank you, Father, for your answered prayers. (1 Thessalonians 5:18).
Special Note:
Pastor E. A. Adeboye did not write these prayer points, but one of his numerous disciples, for Christ, who was inspired and mandated by the Holy Spirit about seven years ago (effective January 1st, 2015) to start writing these prayer points, based on the Open Heavens Daily Devotional, authored by Pastor E. A. Adeboye.
Some prayer points are deep spiritually and may not be understood by carnal minds.
If you want to be blessed from these prayer points, you must first surrender Your life to the Lord Jesus Christ Himself by saying this prayer:
“Lord Jesus, I come to You with a deeply repentant heart. Please forgive me for all my sins. I surrender my life to You today, and I accept You as my personal Lord and Saviour. Please come into my life and save my soul from eternal destruction in hellfire. In Jesus’ name, I pray.”
These prayers have no expiry date! Please pray for them irrespective of the time they reach you. Remain blessed, in Jesus’ name.
Amen.
Kindly purchase your own hard copy or online version of the Open Heavens Devotional and buy it for your friends as a potent evangelism tool. God bless you as you sow into Pastor E.A. Adeboye’s book Ministry, in Jesus’ name.
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Happy Valentine's Day all my family, friends and will wishers. I wished us all God's Love.
O Lord, grant us the strength to follow Your will today and the faith to recognize Your blessings. We ask this in the name of Jesus, Amen.
Lord, I thank You for creating me in Your image. I want to be more like You and honor You by taking care of my body. Please show me how to treat it as a temple and help me make the right decisions to continually improve my health. In Jesus' name, Amen.
Lord, I offer you all that I am and all that I have. I want to live for you, not for myself. I will keep my focus on you and start each day in conversation with you. You will always be my top priority. In Jesus' name, Amen.
Heavenly Father, grant us the strength to carry our own burdens and follow You. Guide us to obey Your teachings and strive to save ourselves with reverence. Keep us away from jealousy and conflict. Remind us that what is meant for us is ours, and what You have for someone else is theirs, and that Your plans are not ours to know. We pray in Jesus' name, Amen.
Heavenly Father, we thank You for Your faithfulness and Your justice. We pray for those who have been hurt by the world's systems and ask that You would bring healing and restoration. Help us to remember that You are in control and that You will bring justice in Your perfect timing. We trust You and ask that You would bring hope and peace to those who are hurting. In Jesus' name, Amen.
"Life is hard, but harder when you give up"
Bond Peter.
"You're only one decision away from a different life".
Bond Peter.
Do you want to Improve your Organization and Individual effectiveness through Human Capital and Resource Development, then look no further Total Research and Project Development Consultants Ltd is the answer.
Plot 115B, Okota Road, Isolo, Lagos, Nigeria.
Internal Recruitment
Internal recruitment seeks applicants for positions from those who are currently employed. Internal sources include present employees, employee referrals, former employees and former applicants. In each case current or former staff is made aware of opportunities to develop a new role in the organisation before external candidates are considered. Taylor (2005) identifies four distinct internal recruitment activities - promotions from within, lateral transfers, job rotation, and re-hiring former employees. It can include among internal recruitment sources skills inventories and internal moonlighting. Internal recruitment methods then include job posting and job bidding and employee referrals.
Methods of Internal Sources of Recruitment
i. The continued vacancy announcement
ii. Promotion and transfer
iii. Job rotation
iv. Employee skills inventory
v. References employees
vi. Former unsuccessful candidates
vii. Former employees
External Recruitment
External recruitment is the evaluation of open pool of job candidates, other than existing staff, to check whether there are any enough talented or able to fill requirements and perform existing employment opportunities. External recruitment is the evaluation of open pool of job candidates, other than existing staff, to check whether there are any enough talented or able to fill requirements and perform existing employment opportunities (Ekwoaba, Ikeije & Ufoma, 2015).
External recruitment is needed Kleynhans (2006):
i. To fill entry-level jobs.
ii. To obtain skills that the current employees do not have.
iii. To get employees with different backgrounds so that there is a wide variety of ideas or input into the organisation.
Reasons for Adopting External Sources of Recruitment to Internal Sources of Recruitment
Ekwoaba, Ikeije and Ufoma, (2015) believes that searching outside the organization can allow the HR Manager to find a candidate who has more relevant experience and training for the job you need to fill. Using only internal candidates can limit management options for qualified professionals who specialize in a particular area, which can lead to increased training costs.
1. It provides with the firm a new innovative ideas
2. It provides more options for recruitment.
3. It gives an organisation a better chance of hiring more experienced and skilled staff
4. It helps the manager in establishing authority
5. It helps a firm in staying competitive
6. It helps organisation in finding a specialized candidate
7. It helps in enhancing diversity in an organisation.
ADVANCE STRATEGIC HUMAN RESOURCES MANAGEMENT
BY
PHILLIP OHI OMOIKHUNU
TOPIC:
STANDARD CASUAL MODEL OF HUMAN RESOURCE MANAGEMENT
Introduction
The Standard Causal Model of HRM is outstanding amongst other known models of HRM. This model has been gotten from numerous comparative models that were distributed all through the 90's and mid 2000's. The model portrays a causal chain that has the beginning stage as business procedure and closures, through the HR forms, with an improved budgetary exhibition.
The model depicts and shows how HR activities that are aligned with organizational strategy can lead to better business performance. According to this model, HR will only be effective if its strategy is aligned with the business strategy in line with the best-fit theory. HR strategy is thus derived from the overall strategy of the organization so that there is maximum financial performance (Hendry & Pettigrew, 1990).
Standard Casual Model of HRM
The HR practices follow the HR strategy. Examples include hiring, training, appraisal, and compensation. These HR practices lead to certain outcomes. Examples include commitment, quality output, and engagement (Hendry & Pettigrew, 1990).
These HRM outcomes lead in turn to improved internal performance. Examples include productivity, innovation, and quality. These outcomes lead to financial performance (e.g. profits, financial turnover, better margins, and ROI).
Two interesting relationships are the unmediated HRM effect, which shows that some HR practices can directly lead to improved internal performance. For example, good training can directly result in better performance, without necessarily influencing HR outcomes.
The reversed causality in the model shows that sometimes a stronger financial performance leads to more investments in HR practices and better HR outcomes. When performance is strong, employees are often more engaged (an HR outcome) (Hendry & Pettigrew, 1990).
The model portrays an underlying chain which begins with the business plan and windups with fiscal performance. According to this approach, human resource is only useful if its method corresponds to the business strategy, which is the side with the best-fit hypothesis. Besides, human resource habits follow social resource plans. They include training, compensation, appraisal, hiring, and education. Such practices result in particular results like commitment, engagement, and quality output. The unmediated effect of a human resource indicates that some customs of HR may directly lead to enhanced internal performance (DeCenzo et al., 2016). Also, the reversed causality in this approach demonstrates that at times, stronger monetary performance results to higher investments in human resource customs and increase HR results (DeCenzo et al., 2016). A strong performance leads to more engaged workers. Hence, the relationships in this approach are not often unidirectional. Generally, this HR model presents how a human resource plan is devised and the impacts of human resources on the internal procedure as well as the financial results of the organization (Legge, 2005).
FIGURE OF THE MODEL
FIGURE OF THE MODEL
The Application of Standard Casual Model of HRM
The model thus shows how HR activities that are aligned with organizational strategy lead to business performance. According to this model, HR will only be effective if its strategy is aligned with business strategy (in line with the best-fit theory). HR strategy is thus derived from the overall strategy (Legge, 2005).
The HR practices follow the HR strategy. Examples include hiring, training, appraisal, and compensation. These HR practices lead to certain outcomes. Examples include commitment, quality output, and engagement.
According to Bratton and Gold (2003), these HRM outcomes lead in turn to improved internal performance. Examples include productivity, innovation, and quality. These outcomes lead to financial performance (e.g. profits, financial turnover, better margins, and ROI) (Legge, 2005).
Two interesting relationships are the unmediated HRM effect, which shows that some HR practices can directly lead to improved internal performance. For example, a good training can directly result in better performance, without necessarily influencing HR outcomes.
The reversed causality in the model shows that sometimes a stronger financial performance leads to more investments in HR practices and better HR outcomes. When performance is strong, employees are often more engaged (an HR outcome) (Legge, 2005).
This shows that the relationships in the model are not always unidirectional. In general, however, this Human Resources model shows how HR strategy is formulated and what the impact is of HR on internal processes and financial outcomes of the business.
References
Bratton, J., and Gold, J. (2003) Human Resource Management: Theory and Practice, 3th edition, Hampshire: Palgrave Macmillan.
Drucker, J., White, G., Hegewisch, A., Mayne, L. (1996) 'Between hard and soft HRM: human resource management in the construction industry', Construction Management and Economics, 14, 405-416.
Hendry, C. and A. Pettigrew, (1990). Human resource management: An agenda for the 1990s. International Journal of Human Resource Management, 1: 17-43.
Legge, K. (1995) Human Resource Management: Rhetorics and Realities, Basingstoke: Macmillan.
DeCenzo et al., (2016). Human resource management: An agenda for the 1990s. International Journal of Human Resource Management, 1: 17-43.
Legge, K. (2005). Human Resource Management: Management, Work and Organisations: Rhetorics and Realities. London: Palgrave Macmillan.
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