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The reason for having road marking paints is clear to anyone who has travelled at night or during bad weather on a motorway without centre road markings. These markings are subjected to numerous stresses and, therefore, only have a limited life. In this article, a comparison is made of the basic types from the point of view of durability and application properties.

Our study examined whether work engagement follows a predictable pattern over the course of the work week and the role of personality traits in shaping this pattern.

We examined these questions with 131 employees from Canada and the United States who provided daily ratings of work engagement over the course of 10 work days.

Multilevel modeling revealed that employee engagement followed an inverted U-shaped curvilinear pattern from Monday to Friday, peaking midweek. Neuroticism moderated the change pattern of engagement across the work week, such that individuals with higher levels of neuroticism experienced lower and less stable levels of work engagement throughout the work week compared with individuals with lower levels of neuroticism. However, extroversion and conscientiousness did not moderate the change pattern of employee engagement.

These results provide insight into the entrainment of work to the work week and how this entrainment is further affected by the personality trait neuroticism.

Understanding the weekly pattern of work engagement will help leaders’ time work assignments, interventions, and training sessions to keep the levels of employee engagement high.

Our study revealed novel predictors of within-person engagement: weekly entrainment and neuroticism.

Modifies short and medium alkyd resins using perfluori‐nated urethane toluene isocyanate (PFUTI), and incorporates the modified resins in a set of paint formulations containing different ratios of zinc phosphate as an inhibitive pigment. Achieves promising results and illustrates corrosion‐protective properties in various paint formulations and also a paint formulation free of the inhibitive pigment. Shows enhancement of the corrosion protection efficiencies by the improvement in the hydrophobicity of alkyd resin modified with PFUTI. In view of these results, minimizes or neglects the most expensive inhibitive pigments from an economical standpoint.

Short and medium alkyd resins were modified using perfluorinated urethane toluene isocyanate (PFUTI). The modified resins were incorporated in a set of paint formulations containing different ratios of zinc phosphate as an inhibitive pigment. Promising results were achieved and corrosion protective properties were illustrated in various paint formulations and also in a paint formulation free of the inhibitive pigment. The corrosion protection efficiencies were enhanced by the improvement in the hydrophobicity of alkyd resin modified with perfluorinated toluene isocyanate (PFUTI). These results encourage us to minimize or neglect the most expensive inhibitive pigments from the economic point of view.

Past research has been concerned with finding reasons for failure of organizational changes and the role of employees in it. Whether employees hinder or support organizational change depends not only on the organizational context, but also on individual predispositions and the change communication employees experience during the process. The purpose of this paper is to test how these three categories affect employees’ attitudes toward the change as well as their tendency to show resistance or to support it.

An online survey (n=608) of German employees who were recently subject to a change in their workplace was conducted.

With respect to individual predispositions and organizational context, the results show that in particular skepticism, openness, engagement and influence on decisions are relevant predictors. Change communication variables (e.g. involvement, participation and appreciation) explain the largest share of variance, indicating that transparent communication and including employees in the process result in positive attitudes toward change and support.

This study adds to the discussion about which factors determine the support or resistance to organizational change by identifying relevant predictors, organizing them along three categories and testing them concurrently.

New types of amide polymers have been prepared and evaluated as corrosion inhibitors for steel protection. Such polymers included o‐, m‐, and p‐ itaconyl phenylene amides, itaconyl o‐ tolidine amide and maleiyl phenylene amide polymers. The polymers were prepared by condensation of equimolar ratios of diamine with itaconic or maleic acids in non‐polar solvents of high boiling point (>135°C) using the Dean and Stark apparatus. The amide polymers obtained were characterised and their structures confirmed based on the micro‐analysis of C, H, and N, the estimated amount of water liberated from the condensation reaction, the IR spectrophotometric measurements and the molecular weight determined by gel permeation chromatography (GPC). The amide polymers obtained were incorporated into paint formulations as corrosion inhibitors for steel protection.

The purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.

Using a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.

The paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.

This was a cross‐sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched.

The paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.

The paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost‐effective quality services.

The purpose of this paper is to address the building blocks for psychological contract among public institutions in Uganda by investigating the mediation effect of leader-member exchanges (LMX) in the relationship between perceived environmental dynamism and psychological contract.

The authors use structural equation modelling (AMOS) to investigate the hypotheses.

LMX is a significant mediator in the association between generational work values and psychological contract and technological advancement and psychological contract among employees in public institutions in Uganda.

At commissions and agencies level, generational work values and technological advancement seem to create better effects on employee-employer unwritten expectations and obligations when they go through LMX. This has important implications for the investment in and outcomes of these LMX endeavours from both the employer and the employee.

The study is one of the pioneers to demonstrate that the presence of LMX reflected in the form of a dyadic relationship helps to extend the positive effects generational work values and technological advancement have on psychological contract.

The purpose of this paper is to examine the interaction effect of organizational climate and social exchanges and how they fuse to affect psychological contract in the public service in Uganda.

The paper adopts a cross-sectional descriptive and analytical design. The authors employ structural equation modeling to test hypotheses. Using proportionate and simple random sampling procedures, a sample of 346 respondents was drawn from Uganda public service commissions and agencies of which a response rate of 61.5 percent was obtained.

The magnitude effect of organizational climate on psychological contract depends on social exchanges; implying that the assumption of non-additivity is met.

Only a single research methodological approach was employed and future research through interviews could be undertaken to triangulate.

In order to boost the employee-employer relationship of public servants in Uganda commissions and agencies, managers should always endeavor to find a viable organizational climate-social exchanges mix or blend that can add value to employee-employer relationship.

This is one of the few studies that focus on testing the interactive effects of social exchanges on the relationship between organizational climate and psychological contract in Uganda public service commissions and agencies.