Employee recruitment in China

Employee recruitment in China Introduction The introduction of the ‘‘open-door policy in 1978 has sparked exceptional economic growth in mainland China. A significant driving force of this remarkable economic feat remains China as one of the worlds most attractive destinations for foreign capital investment. In 2008, â€Å"foreign direct investment (FDI) inflows reached US$109 billion and recorded a period growth of 41.1% in real terms between 2003 and 2008†. The Chinese government generally welcomes foreign investment and implements a wide range of incentive policies to foreign businesses (Euromonitor, 2010). With the growing importance of the Chinese domestic market to the world economy and introduction of government incentives, large number of international companies has established operations in China. The opening up of the vast market has formed many opportunities and, at the same time, created many problems to foreign enterprises (Siu Darby, 1999). This mainly because of the unique political, economi c and cultural environment different in China, it led foreign investors or expatriates manager difficult to introduce their preferred approach in managing the employees and the organisation in China (Siu Darby, 1999). Human resource management is one of the mostly frequently discussed ( Bjorkman Lu, 1999), as well as managing local Chinese employees away from ones home office is never an easy task (Gross, 2007). The purpose of this working paper is to review the major HRM challenges of multinational enterprises (MNEs) operating in China; the issues they faces when trying to apply global corporate HR policies in Chin with a focus on their justice implications. It begins with review of the recent China employment and recruitment situations, and then the evidences of challenges issues facing of MNE in Chinas HRM practices. In the following section includes several major HR critical issues in training and development and staff retaining. At the end of the section, major issues of employees management included leader developing, cross-cultural expatriates management and managerial effectiveness in cross-cultural are individually introduced. A research area is then identified in the conclusions. Recruitment Recruitment is about selecting and recruiting employees. The purposes of recruitment help MNE to meet the organization everyday jobs, legal and social obligations regarding the composition of the workforce. This increases organizational and individual effectiveness in the short term and the long term (Schuler and Huber, 1993). Analysed by most of the MNE industries, online advertising of recruitment is now a standard part of the recruitment process for them. It has been embraced by technology companies like IBM and cosmetics company Loreal in China evaluates their prospects from online recruitment (Xinhua News Agency, 2010). However, many multinational companies assume that a country with a population as large as Chinas would not have a labor shortage. In fact, the rising demand for Chinese labor has exceeded its supply, and hiring talented employees is even more difficult (Gross Connor, 2007). Chinas rapid economic growth has caused the countrys huge labour force faces difficulty i n providing the right skills needed for many foreign companies. Research found that this is mainly due to inadequate and out-of-date university training; graduates often do not possess the required skills including computer literacy and foreign languages. Cheap labour costs have long been history Chinas advantage over other developing countries which enhance the countrys competitiveness in attracting FDI. But Chinas booming coastal cities are now actually facing a shortage of manual labour, become a major issue for most MNEs manufacturing sector suffer in manual labour recruiting (CRIENGLISH.com, 2010). Guangdong, one of the economic powerhouses in South China Province, reported a shortage of half a million workers as business has skyrocketing for many companies (Xinhua News Agency, 2010). Some manufacturers closed down production lines because they could not find enough workers. â€Å"Low-wage workers are fading from the scene†, leading foreigner investors struggle with near double-digit unemployment (Xinhua News Agency, 2010). However, â€Å"higher wages could ease labor shortages by prompting factories to reduce their work forces† (New York Times, 2010). Hence the provincial authority has adjusted the minimum wage by an average of 21% to attract the labour mainly blue collar. â€Å"The rise will bring the minimum wage up to 1,030 yuan (150 U.S. dollars) in the provincial capital, Guangzhou, and to 920 yuan in Dongguan, a major manufacturing center† (Xinhua News Agency, 2010). Similarly to other booming regions like coastal cities of Fujian Province, Jiangsu Province and Shanghai City raised its monthly minimum wage rate by 13 percent to 960 yuan. According to Euromonitor (2010), â€Å"Chinas productivity stood at US$6,286 per person employed in 2009, significantly up from US$2,641 in 2004 owing to the countrys strong economic performance†. Critically, recruitment of factories manual labour is becoming an issue for many MNEs in China and employers have to increase their starting pay to attract them. Accordingly, the hiring of blue-collar is getting tougher and tougher in China because of one-child policy adopted by China in 1978. The parents with child born in late 1980 and early1990s are normally at middle-class income groups; as a result they can afford to send their children up to tertiary education. Overtime these groups of children are in the age of 20s now and are more educated and hence no longer willing to work in factories. They are far too optimistic about their career options and see no need to work hundreds of miles from their families. Besides, the new generation of workers born in the 1980s and 1990s are aware of their employment rights. For example, â€Å"unions have begun to aggressively exercise their rights by engaging in organizational efforts with large multinational companies such as Intel after informal discussions have failed† (Gross Connor, 2007). Commonly in China, Younger Chinese become major trends in the current labor market. They not only dem and higher pay but also ask for better opportunities for career development. Similarly, skilled middle managers are extremely sought after (Gross Connor, 2007). The Cultural Revolution had invaded the education of those born between 1950 and 1965 (Wang, 2002). During that time, people of this generation were sent to the countryside to work in agriculture. The so-called â€Å"Cultural Revolution Generations† in China are less recruit due to their lacking in skills (Gross Connor, 2007). While recruiting qualified Chinese labour is challenging from both of legal and human resources standpoint (BizTimes, 2007). Employers that are willing to take the time to understand the Chinese labour market and recent economic trend of employment will likely be successful. Training Training is mainly on-the-job and is seen as a lifelong process (Fischer, 2000). It focuses on employees knowledge, skills, attitudes and personalities (Human Resource Development Review, 2002). These enable staff members to discharge their job related skills and duties professionally and effectively (Grzeda, 1999). Training for newly hired employees have to go classroom curriculum like company policies, labor law, company culture, compensation packages, company expectations, company goals, company KPI (Key Performance Index) and of course hands-on equipment training (Kleiman, 1997). Companies in China for example in Electronic Industries spent between 1 to 3% from the overall input cost on training. (Xiao J Tsang M.C, 1999) But the number is gradually going up for a simple reason due to high attrition rate, particularly amongst the younger workers. The attrition rate always a worsening effect on the company as other FDI move in and attract those workers with managerial experience, offering better pay rates and further training opportunities (Randeree, 2009). The rich and wealthy companies are willing to pay handsomely for the experienced staffs of other companies and competitors. As in common, the culture of pinch staffs from one another is common in China (Wong, 1999). Despite Chinas high adult literacy rate of 94.5% in 2009, the countrys huge labour force faces difficulty in providing the right skills needed to support Chinas rapid economic growth (www.euromonitor .com). Research finding has showed the local Chinese graduates do not possess the required skills including computer literacy and foreign languages due to out-of-date university training. In order to cope with skills shortage problem, training programme provided in MNEs suit various needs (Cheung, 2004). They include overseas training programmes, on-site management skills development programmes and language courses (Wang, 2002). In fact, staff Training can help MNEs in China reduce turnover. Young Chinese professionals and graduates are attracted to the training opportunities that foreign companies can offer (Shen, 2006). Most of Chinese are not well-versed in spoken English language. Many MNEs send their employees for overseas training to enhance themselves in spoken English and true un derstanding of Western business practices (Waxin, 2007). Besides, it also creates a closer bond between employees and a better understanding of company culture (Ritchie et al., 2001). Rather than that, every company has their own training centre equipped with comprehensive training systems and real-live hand-on training equipments. Many of them have established their own training facilities. These programs have proven effective in building company loyalty and increasing retention (Meier, 1995). These may cost heavy, but they cannot do without it. Carrefour China, an example, established a Carrefour China Institute (CCI) in Shanghai in year 2000 to train Chinese managers (China Daily, 12 AUG 2008). Since then, the school has trained about 15,000 managers, and 40,000 employees have attended a range of training programs for self improvement. Regularly, a number of local managers are sent off to Europe for further training to gain greater overseas market knowledge and experience. Wal-Ma rt Chinas regional training centers, also located in Shanghai are other examples of winning internal training programs (Gross and Connor, 2007). Retention The most valuable assets of every MNE are its labor force; retaining them has become a challenge to company management because of varied employee needs (Som, 2005).Employee retention is critically benefited for an organization save the cost of turning over a staff position (Berry, 2008). For most MNEs in China, recruiting is only half the game. However, the biggest challenge that companies face, by a significant margin, is difficult to keep the talent employees as well as attract the excellent and qualified candidates among the masses. It is gradually increase complexity for companies in China to retain key talent, mainly as the lure of higher salaries affect the Chinese to abandon posts for more lucrative positions. Empirical study showed Chinese employees aged between 25 and 29 shift jobs most frequently, which implies this group of employees is the hardest to retain (www.mercer.com.hk). Hewitts 2009/2010 data shows that most Asian companies continue to experience double-digit volu ntary turnover rate, particularly China reported the top four markets which is the highest turnover rate after India, Australia and New Zealand (www.hewittassociates.com). Obviously, the high employees turnover rate has become the significant issue of most organization. Significantly, it has morale and financial impact on the daily operation of an organization (Cox Blake, 1991). While many would believe comparatively high turnover rate in China mainly due the competition for talent along with better wages offer from competitors (Byman, 2007). MNES move in and attract those worker with managerial experience, offering better training opportunities (Whiteley et al., 2000).The survey of ‘Employee Retention in China 2006–2007 sheds light on why employees determine to stay or leave and what organizations can do to stanch the accelerating outward flow of human talent (Howard et al., 2007). Survey respondents included 215 HR professionals and 862 employees in a wide range of organizations operating in China; while 81 % participants organizations were multinational (Work and life in China, 2008). To summaries the findings, the cause of turnover is the availability of better career opportunities elsewhere, particularly the growing entry of new MNES each year (Tung, 2007). HR professionals from survey described that competitors presenting a better salaries and sufficient compensation, but also noted the impact on retention of regional salary differences between Chinas coastal and inland cities (Howard et al., 2007). Not surprising, organizations that face high employee turnover often suffer negative residual effects among remaining employees. In short, the misunderstanding of employees needs is difficult for a company to retain and prevent turnovers (Branham, 2005).However, successful companies in China rely on a relatively small group of key talent to drive the business forward (Speth and Doeringer, 2006). The key strategy of MNEs applied to retain the talents further discuss in next paragraph. A high rate of turnover usually forces an organization to face difficult dilemmas (Wong. Wong. Hui Law, 2001) More and more people change numerous jobs within a year rather than choose to grow in one; and this has also been a problem for corporate management. Employee turnover demands management attention because it incurs costs in rehiring, training, placement, and motivating employees (Aberra, 2008). However,high employee satisfaction with working style of an organization should bode well for retention (Howard et al., 2007). Retaining often focus on opportunities for employers to promote the right employees or tangible rewards like compensation or remuneration based on appropriate performance appraisal (Whiteley et al., 2000). For instance, a comprehensive reward system can be a kind of rewarding either pay for hours worked or pay for pieces of work completed. Besides, most companies have retention bonuses to retain the key staffs and key talents. Some of the retention programs ar e sponsor for further educations, overseas training, stocks option and career advancement opportunities (Branham, 2001). Of cause conditionally, the employees who took the programs like further educations or overseas training have to be borne with company for number of years pending the amount spent. Commonly, talented employees would be less likely to leave the company ones if they are well compensated and motivated (Hong Chao, 2007 p. 217). However, sometimes retention method was inconsistent with its value in specific instances. Therefore, organizations should aware to these specialized occasions when developing strategies for retaining talent. Managing Employees Leaders developing For foreign companies operating in China, the difficulties are magnified by the talent shortage for future leader, particularly of managers and executives. For example, approximately 60% of companies surveyed in Hewitts 2003 Best Employers in China study reported shortages in leadership skills (www. hewittassociates.com). It further reported many talented executive have been lured away from an MNE job into a well-paid position with a leading Chinese company. For many foreign investors, developing future leaders tends to be very difficult in China mainly of rapid turnover. A good example is the America firm Leshan-phoenix Semiconductor Cooperation, in Sichuan Province, struggling with annual turnover rates of their local managers of 20% or more (onsemiconductor.com, 2010). This is mainly because demand for strong leadership executives far exceeds supply; they are tempted to leave their current position for higher pay and a bigger title (Meridian Resources, 2007). In fact, a competent leader helps multi-national corporations work effectively in the Chinese workplace. As foreign company enter fully into China marketplace, it forming competing domestically with local corporations. High turnover makes planned, consistent leadership development extremely difficult. Cross-cultural expatriates management China is the top expatriates destination followed by the U.S., UK, Singapore and Switzerland, survey reveals (kwintessential.co.uk, 2009). But, predicament comes from greatest challenges of expatriates failure grown concern for many multinationals in the evaluation of managerial performance (Leunga and Kwong, 1999). Evidence, empirical figures finds Western expatriate failures in China to range as wide as 25% to 70% (Harzing, 2002; Selmer, 2002). Significantly, such high failure rates potential impact business relationships between Western expatriates and Chinese organizations. Whereby, a financial loss can be inferred, due to damage to business relationships as a result of low commitment levels commited by expatriate (Lund Barker, 2004; Harzing, 2002). Lund Barker (2004) further cited such financial loss is estimated to range from US$250,000 to US$ 1,000,000 per expatriate. Further, Goodall Warner cited in Black (1988), 2007) showed there is high percentage up to 40% of expatriate managers terminated their foreign assignments early of their poor performance. Eventually it represents the organizational failure to manage human resources internationally (moinul.com, 2007). However, there might be several reasons why many expatriates fail to deliver the objectives. Research found that (Hays, 1974; Feng Pearson, 1999), they are three exact dimensions have been recognized as related with their overseas performance: the environment, the task, and the individual. This is due to expatriates are often faced with radically unfamiliar cultures, politics, language differences, length of assignment, and legal systems (Rahim, 1983; Feng Pearson, 1999). Sometimes, there is not inability from expatriates, but culture conflict affect local Chinese managers are less likely than their foreign counterpart to handle independent decision making responsibilities (Leunga Kwong, 1999). Chinese and expatriate managers may have different principles in judging within their job scope as well as criteria used for performance evaluation. Managerial effectiveness in cross-cultural Culture is an important contextual issue in employees management study. In general, management is closely related to the culture (Drucker, 2003). According to Wang (2002), the communist style of education and the long history of China differentiate the cultures of organization management between Mainland China from those of Asian countries, American and European cultures. This is especially true for MNEs who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Cultural difference can have a direct impact on individual managerial effectiveness (Goodall Warner, 2007). It affects the motivation and satisfaction manager as well as staff; and effectiveness of key organizational systems such as recruitment, training, performance evaluation and rewards (Goodall Warner, 2007). Sometimes cultural sensitivity drove the management effort since the different in culture of management concept. Take the case study of Japanese T.L. Electroni cs Company based in China for example, the Chinese workers commented the style of Japanese management is not conductive their expectation (Whiteley et al., 2000). It is generally assumed the HR management approach is due to remarkable cultural difference between the parent country and the host country. In fact, a MNE should focus on a combination of global integration and local adaptation, allowing its employees to â€Å"think globally, act locally†. To ensure global thinking, the global company has to encourage the local employees to accept the corporate culture and values. For instance, Chinese employee who employed in the Western setting is encouraged to learn the Western-style organization management and communication skills. Meanwhile, operations of the Company have to adjust to comply with the legal requirements and services that reflect the Chinese culture. Conclusions In conclusions, recruiting the right people, training in right time, retaining the best staff, and employees empowerment of recent human resource management are difficult tasks for any MNEs operating in China. Chinas rapid economic growth has created more job opportunities but it also creates more opportunities for labour turnover to others organizations with higher paid indeed. This heavy labour turnover in China has been a substantial problem in managing Chinese employees .This hindered many multinational corporations localization plans because those talents who have been trained for succession have usually ended up as the focus of aggressive recruiting efforts by other organizations. Eventually, they face a dilemma of whether it is worthwhile to invest in better compensation packages and training programs, because it might possible happen with the employees leaving the organizations at the end. However, every issue has its balanced view of its advantages. Still, China Government, Provincial Government, City and Town Government give the best support to foreign investors in terms tax rebate, , free land, training cost subsidizes and so forth. Even though the labour cost (cost on training and wages) is growing fast in China but it is still cheaper than America, Europe and most of well to-do countries in Asia like Japan, Korea, Singapore, Taiwan and Hong Kong. At least, the great population of China is having highly educated workforce with hungry for knowledge, it is easily trainable. References Xinhua News Agency, 2010. ‘Chinese manufacturers learn to love labor lost http://news.xinhuanet.com/english2010/china/2010-03/25/c_13224772.htm Gross, A., Connor, A. (2007). China Recruiting and Retention Issues http://www.pacificbridge.com/publication.asp?id=81 BizTimes. (2007). Employee recruitment in China is challenging New York Times. 2010. ‘Defying Global Slump, China Has Labor Shortage http://www.nytimes.com/2010/02/27/business/global/27yuan.html

Effect of Motivation on Employees Productivity Essay

1.1BACKGROUND TO THE STUDY One of the most erratic of all available organizational resources is human. As a matter of fact, a major perplexing issue facing the Nigerian organization over the last few years is not that of retaining the workforce because they (the workers) want to leave voluntarily, rather, it is that of finding ways and means of retaining them because the opening environment makes it difficult to continue to keep employees beyond a certain maximum number. Research reports has shown that employees motivation is essential in an organization as it is a key to a successful organization need for maintaining continuity and survival. Motivating the staff leads to broaden their skills to meet the organizational demands. The need for achievement always results in a desire for employees to do extra effort to have something done better and have the desire for success. Motivation creates a productive employee who save time and effort. Thus, the motivated employee volunteers to do more than what is expected and more successful achievement than others. Such employee could be a good resource and a model to be followed by other staff and adds positive input to the work within the organization. Furthermore, it is not just the matter of how motivated the staff are, but also how prepared they are for the job. Good performance depends on whether the staff are able to do things or are willing to do things. The level of productivity depends on the level of motivation that stimulates someone to work and carryout necessary tasks to achieve the set goals. Motivation is important in any workplace and it is personal and different for each employee. Motivation depends on different needs; different strategies will be created to satisfy these needs. The management have to learn to place the right person in the right place. A person should be given the role where they can use their skills and abilities and be concentrated towards the organization’s goals and personal goals. Misplacements can cause dissatisfaction, less motivation, less concentration that leads to turnover and shortage of staff, commitment of mistakes and loss to the organization. Several need and motivation theories have been discussed in the study to clarify what might affect the motivation. So, without motivation nothing unique will ever happen that allows the organization to specialize with its production. Quoting Charles de Gaulle , he said : â€Å"In order to become good in anything, the only talent you need is motivation† †¦ Although there is general agreement among psychologists that man experiences a variety of needs, there is considerable disagreement as to what these needs are and their relative importance. There have been a number of attempts to present models of motivation which list a specific number of motivating needs, with the implication that these lists are all-inclusive and represent the total picture of needs. Unfortunately, each of these models has weaknesses and gaps, and we are still without a general theory of motivation. All organisation are concerned with what should be done to achieve sustained high levels of performance through people. Consequently the subject of adequate motivation of workers as derived from the so many attempts made by management practitioner is to look for the best way to manage so as to accomplish an objective or mission with the least inputs of materials and human resources available. A lot of theoretical concept, principles and techniques of management have evolved in response to these challenges. In general management authors have tended to view motivation as a key component of the managerial function of leading or directing. However, leading or leadership style, although an important factor in determining the attitude of employers toward assigned job responsibilities is not the only determinant, other managerial function such as planning, controlling, staffing and organizing also play a role. In any serious and competitive society, workers are one of the tools for economic progress. Their welfare is taken into serious consideration because without a dedicated workforce an organization crumbles. The nations (Nigerian) reward system is probably the poorest in the entire globe were an average take home of the worker is put at $120 per month. Workers are used and abused harassed, treated, offended and discarded without any appreciation for their contribution to their organization and to the society at large. It is therefore apparent that the issue of adequate motivation of worker has relevance in managerial function and activities that are aimed at directing the productive effort of the workforce toward achieving organizational objectives. Babalola (2006) quoting â€Å"Knotz et al (1980)†, holds that management strives to create and maintain an environment that is conducive to the performance of individuals who are working together in groups towards the accomplishment of pre-selected objective result in the conflict of goals between individuals and their groups. Motivation is the key of a successful organization to maintain the continuity of the work in a powerful manner and help organizations to survive. Motivation is finding a need inside the employees and help to achieve it in a smooth process. Motivating the staff leads to broaden their skill to meet the organizational demands. Each manager should have the responsibility to work with the staff to find out their individual needs and put them side by side to the organization needs. Dissatisfaction also, might work as guidance for the manager to explore the need of the staff and start with it to motivate them and attract them to do better performance. Motivation drives the human beings to reach their goals and organization goals through every challenge and constraint they face in their workplace; considering it as an advantage to go ahead in the direction they have put for themselves. The need of achievement always results in a desire to do extra effort to have something done better, and have the desire for success. The management should motivate the employees to get things done through them without asking them what to do. Motivation creates a productive employee who saves time and effort. The motivated employee volunteers to do more than what is expected and more successful achievement than others. Such employee could be a good recourse and a model to be followed by other staff and adds positive input to the work within the organization. In this project, the nursing organization was chosen because it is a sensitive career that affects patient’s life; if it is not given the important consideration that is supposed to be given. In an attempt to project the ideal enhanced employees productivity, it is therefore apposite for an organization to examine what type of motivation need to be put in place for their staff as every individual is unique and each desire of every individual differs. 1.2 STATEMENT OF THE PROBLEM Nursing is a sensitive career that plays an important role in the society. It is a multi-skill career that should be rewarded because nurses are the eye of the health center staff about patient’s conditions. Nursing is associated with multiple health care professionals which increases the workload thereby conflicting demands, good discharge of duties, stresses,etc which may be the as a result of the following factors ; a)Long working hours b)Feeling underpaid c)Effect of night shift. d)Workplace hazards and injuries e)Lack of appreciation, e.t.c The questions are often asked as to what workers in general and particular want from their employers. Can there be an end to the clamour for increases in wages? Why do workers work and what induces them to give in their best? The aim of this research therefore is to find out from empirical studies whether workers, given the right incentives other than money can put in their best to contribute to the productivity and growth of the organizations to achieve the following objectives, amongst others: Reduce labour turnover, Increase workers productivity, Redesign and put in place appropriate labour laws and policies, eliminate or reduce industrial unrest, Improve management and staff relations, create a productivity culture in the organization. 1.3 RESEARCH QUESTION In other to achieve the purpose of this work, the following questions were raised. i.Is there any relationship between workers comfort and higher workers performance? ii.Is there any relationship between motivational factors and higher productivity for experienced staff of State Hospital Ijebu-Ode? iii.To what extent is the effect of motivation of employee’s productivity? iv.Will monetary incentives and rewards exert a stronger influence on workers than any form of motivational incentive? 1.4 RESEARCH HYPOTHESES I believe that work can be meaningful and satisfying to a given job incumbent only when the job elicits and stimulate his inner motivation. These views raise some research questions, which form the basis of the hypotheses for this study. The following hypotheses were formulated for testing : (Null and Alternate hypotheses) HYPOTHESIS 1 H0 There is no significant relationship between motivational factors and higher productivity for experienced staff. H1 There is significant relationship between motivational factors and higher productivity for experienced staff. HYPOTHESIS 2 H0 There is no significant relationship between monetary reward only and workers satisfaction in the organization H1 There is significant relationship between monetary reward only and workers satisfaction in the organization. HYPOTHESIS 3 H0 There is no significant relationship between workers comfort and higher organizational productivity H1 There is significant relationship between workers comfort and higher organizational productivity. 1.5OBJECTIVES OF THE STUDY In this project, the primary objective is to assess the quality of performance in nurses and motivation process used with them, categorized the different types of motivation theories, emphasize how importance of the relationship between motivation and the performance, proffer answers to the question agitating the minds of management of the State General Hospital, as to what to do to adequately motivate her medical staff to contribute their quota to the organizations productivity. This project also will look at the motivation from the perspective of the medical staff while seeking to validate the various models and theories of motivation by finding out from the â€Å"horse mouth† what really motivates the workers of today. 1.6SCOPE OF THE STUDY The relationship between the organization and its staff is governed by what motivates them to work and the fulfillment they derive from it. However, this study is delimited to the senior and junior medical staff in the State General Hospital. 1.7SIGNIFICANCE OF THE STUDY The findings from this study will help to highlight those areas where there are problems among the medical staff. It result will help to further highlight the likely problems of frustration and how motivation can be used to either reduce or eliminate the problems amongst the medical staff.

Mobile Cement Plant Process Flow Chart

Mobile Cement Plant Process Flow Chart The main raw materials used in the cement manufacturing process are limestone, sand, shale, clay, and iron ore. The main material, limestone, is usually mined on site while the other minor materials may be mined either on site or in nearby quarries. Another source of raw materials is industrial by-products. The use of by-product materials to replace natural raw materials is a key element in achieving sustainable development. In the wet process, the slurry is fed to a rotary kiln, which can be from 3. m to 5. 0 m in diameter and from 120. 0 m to 165. 0 m in length. The rotary kiln is made of steel and lined with special refractory materials to protect it from the high process temperatures. Process temperatures can reach as high as 1450oC during the clinker making process. In the dry process, kiln feed is fed to a preheater tower, which can be as high as 150. 0 meters. Material from the preheater tower is discharged to a rotary kiln with can have the same diameter as a wet process kiln but the length is much shorter at approximately 45. m. The preheater tower and rotary kiln are made of steel and lined with special refractory materials to protect it from the high process temperatures. Mobile Cement Bag Packaging Plant Our Mobile Cement Bag Packaging Plant mainly including Mobile Jaw Crusher Plant , Mobile Cone Crusher Plant , Mobile Impact Crusher Plant , the mobile cement bag packaging plant specification :1. Available in 2 – 6 Spouts model 2. Available in Wheel mounted or Fix Models. 3. Auto-weighing system with bag pushing system 4.Pre-assembled with solenoid valve, limit switch etc. 5 Sub-divided in to Heavy duty Air Compressor 6 Capacity : 10- 60 ton per hour. The black, nodular clinker is stored on site in silos or clinker domes until needed for cement production. Clinker, gypsum, and other process additions are ground together in ball mills to form the final cement products. Fineness of the final products, amou nt of gypsum added, and the amount of process additions added are all varied to develop a desired performance in each of the final cement products.Our mobile cement plants are used in Indonesia, Vietnam , Iran, India, Chile, Venezuela, Libya, Angola, Kenya, South Africa, Pakistan , Yeman, Eygpt, Nigeria, Tajikistan , Saudi Arabia , Zimbabwe, Dubai, Vietnam, Philippines, Brazil. Cement Plant Equipment 1. Kilns  : We have manufactured high-quality kilns, made of varied materials, since a long period of time. All kilns are excellent heat exchangers where heat is transferred in a variety of ways. We produce kilns which are made with precision and detailed accuracy.They are highly durable and made with attention to each and every detail as provided by the client. 2. High Efficiency Separators  : We also supply high efficiency separators with our cement plants. High availability, high selectivity, low energy consumption, proper product separation, cooling and drying, and relatively lo w capital expenditure are all the features available in our high-efficiency separator.. 3. Crushers  :A machine to reduce large solid chunks of raw material into smaller chunks.It is widely used in a cement plant. We are manufacturers of a wide range of crushers. We supply all types of crushers and crushing equipment to be used in cement plants. 4. Feeders  : We supply you a range of feeders in varying sizes and shapes. Used in cement plants, the feeders we are offering are efficiently designed for heavy duty applications. Available in different capacities and sizes, our feeders have been well-tested for facilitating uniform flow of materials to the crusher and conveyors. 5.Conveyors  : We offer our customers with premium quality conveyors which are used for transporting products from one end to another. Highly durable and robust, our conveyors are specially designed to handle all types of load and materials in a cement plant. 6. Hoppers  : Our range of hoppers are available in various capacities as required by customers. These hoppers are highly durable and have a rugged performance. Catering to the technological developments, our products have successfully met the industrial standards. Mobile Cement Plant Process Flow Chart Mobile Cement Plant Process Flow Chart The main raw materials used in the cement manufacturing process are limestone, sand, shale, clay, and iron ore. The main material, limestone, is usually mined on site while the other minor materials may be mined either on site or in nearby quarries. Another source of raw materials is industrial by-products. The use of by-product materials to replace natural raw materials is a key element in achieving sustainable development. In the wet process, the slurry is fed to a rotary kiln, which can be from 3. m to 5. 0 m in diameter and from 120. 0 m to 165. 0 m in length. The rotary kiln is made of steel and lined with special refractory materials to protect it from the high process temperatures. Process temperatures can reach as high as 1450oC during the clinker making process. In the dry process, kiln feed is fed to a preheater tower, which can be as high as 150. 0 meters. Material from the preheater tower is discharged to a rotary kiln with can have the same diameter as a wet process kiln but the length is much shorter at approximately 45. m. The preheater tower and rotary kiln are made of steel and lined with special refractory materials to protect it from the high process temperatures. Mobile Cement Bag Packaging Plant Our Mobile Cement Bag Packaging Plant mainly including Mobile Jaw Crusher Plant , Mobile Cone Crusher Plant , Mobile Impact Crusher Plant , the mobile cement bag packaging plant specification :1. Available in 2 – 6 Spouts model 2. Available in Wheel mounted or Fix Models. 3. Auto-weighing system with bag pushing system 4.Pre-assembled with solenoid valve, limit switch etc. 5 Sub-divided in to Heavy duty Air Compressor 6 Capacity : 10- 60 ton per hour. The black, nodular clinker is stored on site in silos or clinker domes until needed for cement production. Clinker, gypsum, and other process additions are ground together in ball mills to form the final cement products. Fineness of the final products, amou nt of gypsum added, and the amount of process additions added are all varied to develop a desired performance in each of the final cement products.Our mobile cement plants are used in Indonesia, Vietnam , Iran, India, Chile, Venezuela, Libya, Angola, Kenya, South Africa, Pakistan , Yeman, Eygpt, Nigeria, Tajikistan , Saudi Arabia , Zimbabwe, Dubai, Vietnam, Philippines, Brazil. Cement Plant Equipment 1. Kilns  : We have manufactured high-quality kilns, made of varied materials, since a long period of time. All kilns are excellent heat exchangers where heat is transferred in a variety of ways. We produce kilns which are made with precision and detailed accuracy.They are highly durable and made with attention to each and every detail as provided by the client. 2. High Efficiency Separators  : We also supply high efficiency separators with our cement plants. High availability, high selectivity, low energy consumption, proper product separation, cooling and drying, and relatively lo w capital expenditure are all the features available in our high-efficiency separator.. 3. Crushers  :A machine to reduce large solid chunks of raw material into smaller chunks.It is widely used in a cement plant. We are manufacturers of a wide range of crushers. We supply all types of crushers and crushing equipment to be used in cement plants. 4. Feeders  : We supply you a range of feeders in varying sizes and shapes. Used in cement plants, the feeders we are offering are efficiently designed for heavy duty applications. Available in different capacities and sizes, our feeders have been well-tested for facilitating uniform flow of materials to the crusher and conveyors. 5.Conveyors  : We offer our customers with premium quality conveyors which are used for transporting products from one end to another. Highly durable and robust, our conveyors are specially designed to handle all types of load and materials in a cement plant. 6. Hoppers  : Our range of hoppers are available in various capacities as required by customers. These hoppers are highly durable and have a rugged performance. Catering to the technological developments, our products have successfully met the industrial standards.

Debate Discussion Divorce - 628 Words

1.0 Introduction This report aims to see and explore people’s opinion about divorce. The report will include 2 sides, people who support divorce, and people who are against divorce. Included in this report will be what started the debate and who is involved in the issue. 2.0 Issues And Background of The Debate By definition, divorce is an legal act which married couple decided to dissolve their marriage because of difference between the individuals (Merriam Webster Web Dictionary) Religion in general does not legalize marriage, in the other hand most countries now legalize marriage. 3.0 Social Significance Of The Debate As nowadays a lot of people are open-minded, divorce is seen as something normal already. Centuries ago, divorce is seen as something taboo. The rate of divorce is getting higher over time. But even though it is now considered as something common, divorce still have negative effects, especially to family members that are directly involved in the process. 4.0 Participants in The Debate Main participants are the couples who want to divorce. If they have children from their marriage, they are also the main participants of the divorce. Sometimes, family members or friends from the couple may also be involved. 5.0 The Differing Views 5.1 Divorce Negatively Affects Children-Well Being 5.1.1 Bad Behavior Children that are involved in divorce will see their parents argue over things that they may not understand. Seeing their parents argue all the time willShow MoreRelatedThe 10 : 1-12, The Pharisees Test Jesus1479 Words   |  6 Pages the Pharisees test Jesus by questioning whether divorce is lawful. Jesus first tells the Pharisees to remember what Moses commanded them. 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