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High turnover rates, delay and dissatisfaction among PhD students about the high efforts and low rewards are common problems in doctoral education. Research shows that many different factors are associated with the mental health crisis in graduate education, but these diverse aspects have not often been studied in relation to talent management and human resource management (HRM) strategies. Based on questionnaires and in-depth interviews, this chapter critically assesses the factors that influence doctoral students’ well-being, using as theoretical framework the self-determination theory, concerned with the social and other conditions that facilitate or hinder human well-being and flourishing, and the job demands–resources model, an occupational stress model that suggests strain is a response to imbalance between demands on the individual and the resources he or she has to deal with those demands. These theoretical frameworks help to explore the perceived job demands and resources, and motivations of a sample of 25 PhD students in the Netherlands, in order to recommend adequate talent management strategies to improve PhD work conditions at universities and reduce the increasing levels of ill-being. The study proposes a collegial model, focussing on the enjoyment of work, instead of the current managerial model, which focusses on strengthening knowledge and skills, and stimulating performance-oriented behaviour. A differentiated approach is needed, offering customized talent development for each PhD student in order to respond to his or her specific qualities, improving general well-being. This radical shift in talent management is needed to counter the mental health crisis in doctoral studies.

After a period of accelerated workplace change, this chapter takes an interpretivist-constructionist approach to explore the experiences of, and perceptions around, flexible and hybrid working among a sample of women owners/directors in the UK small and medium size enterprise (SME) public relations (PR) agency community. Their views, both in terms of running teams and their own engagement with flexible and hybrid working, are discussed through both a personal and a sociocultural lens, with particular reference to the impact of the global COVID-19 pandemic and the gendered experience. Specifically, we consider whether global events have alleviated or heightened concerns around teamwork, collaboration, creativity and culture. This chapter adds to a growing body of research into flexible and hybrid working relating to the PR profession and focuses on gendered experience which has often seen women caregivers and those in unstable relationships at a disadvantage with career progression. We explore whether recent events have ‘improved’ the situation for women in PR. We consider how the life stage and personal experience of the individual owner/director impacts their learned and dynamic attitude development and assess whether flexibility for family is viewed differently to other needs. Themes include authentic leadership and responding to ‘the crucible’, reputation and ‘doing the right thing’ and discretionary effort and ‘work ‘til it hurts culture’.

Despite Bangladesh’s continued attempts, gender disparity in the workplace has long been a concern, and progress has been slow. Studies conducted earlier indicate that working women in Bangladesh experience an unwelcoming work environment, leading to unequal pay and limited opportunities for their career growth. Academic literature focuses little on the connection between gender and the physical work environment. This chapter focuses on the connection between the masculinist culture of organizations, how work is carried out, and workplaces are set up, illuminating the crucial role played by the built environment in maintaining gender equality. Infrastructure, spatial design, safety measures, amenities, and the biased culture often influence the obstacles to women’s long-term success in the workplace. This chapter investigates and comprehends the constraints female employees encounter in Bangladesh during their work by scrutinizing the influence of the physical space and the biased socio-psychological environment. As women’s long-term professional progress depends on how these elements are interrelated, improving the environment is the first step toward a fairer and more empowered work environment. A qualitative approach has been used in this study. Seventy-eight Bangladeshi graduate, working women have participated in this research. The results show that, regardless of efforts, the environment in Bangladeshi workplaces is inhospitable, directly affecting women’s careers. Building a welcoming workspace accommodating all genders is crucial for creating gender parity and promoting long-term professional growth. Therefore, this research suggests that the government should capitalize on successful efforts and investigate alternative techniques to improve this issue.