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This paper aims to compare the aging behavior of water-based coatings and solvent-based coatings in sulfuric acid environments and to discuss the related mechanism.

A sulfuric acid solution with a concentration of 5 Wt.% was selected for immersion test at 23°C. The failure behavior of the coating was studied by combining the transformation rules of the macroscopic morphology and basic properties with the results of electrochemical impedance spectrum analysis.

The results showed that the surface smoothness of the water-based coating was lower than that of the solvent-based coating. The glossiness, thickness and hardness of the water-based coating exhibited more significant changes. The electrochemical test also indicated that the water-based coating was infiltrated by a large number of corrosive media, which may have induced corrosion under the coating. In contrast, the solvent-based coating showed good shielding properties, but the adhesion was seriously affected by the corrosive medium.

This work clarified the difference of failure behavior and mechanism between water-based coatings and solvent-based coatings in acidic environment and provided a theoretical basis for the selection and mechanism research of anticorrosive coatings.

Drawing from the theory of reasoned action, this study investigated the moderators of the relationship between turnover intentions and performance at work.

This study employed hierarchical multiple regression to test three proposed hypotheses regarding the above relationship. It used 1,011 dyad data from employees and their supervisors from eight professional organizations in Vietnam from employees and their supervisors to reduce research bias.

Employee attitude toward change and the level of job engagement of the employee affected the nature of the relationship between turnover intentions and job performance. When the attitude toward change was less favorable, the relationship between turnover intentions and job performance was positive. However, when the attitude toward change was more favorable, the relationship between turnover intentions and job performance was non-significant. For the moderating role of job engagement, we found that for employees with a high level of job engagement, the relationship between turnover intentions and job performance was positive. However, for employees with a low level of job engagement, the relationship between turnover intentions and job performance was non-significant.

Unlike the implications from previous research, turnover intentions of employees might not adversely affect their performance. Under two conditions – a high level of job engagement and a less favorable attitude toward change - employees with turnover intentions might actually perform better.

Unlike the vast number of studies that have investigated the relationship between job performance and turnover intentions (as a proxy of turnover), this paper focuses on the relationship between turnover intentions and job performance to show evidence for two important boundary conditions.