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Past research on flextime programs often treat work schedule flexibility as a homogeneous construct. The purpose of this paper is to empirically demonstrate the relationship between different flexible work schedules and employee perceptions of organizational attractiveness.

Participants (n = 655) reviewed a scenario with work schedule flexibility manipulated into one of eight consecutively more flexible schedules. Participants then rated the job offer within the scenario on organizational attractiveness.

The study found significant differences in organizational attractiveness based on the eight types of work schedule flexibility. The study's results supported categorizing flextime programs as heterogeneous constructs.

The study utilized scenarios reducing generalization to work situations. Participants were college students with a limited work experience and may have viewed organizational attractiveness based on expectations, not on experiences. Future studies should examine workforce populations and also examine different work schedule flexibility programs' effects on absenteeism and productivity.

The study suggested that work schedule flexibility affects future employees' perceptions of organizational attractiveness. Attracting high‐quality employees is in the best interests of organizations and the effects of a flexible work schedule may begin before employees are hired.

The paper illustrates that different work schedule flexibility schedules, often labeled “flextime,” are perceived differently regarding organizational attractiveness. The paper further supports the notion that work schedule flexibility is a complex construct that cannot be examined using one broad term.

This chapter will introduce the concept of the gig economy. It begins with a brief discussion of technological changes and their impact on the workforce and labour market, demonstrating how the trend shifts towards the gig economy. It then examines the trends that are influencing this transformation and discusses various perspectives and the attractiveness of the gig economy for workers and businesses. This chapter will also discuss the gig economy, platform economy, digital platform, and gig worker categories. It concludes with a brief discussion of some of the opportunities, issues, and challenges associated with the gig economy.

Personal branding is a strategic tool of marketing and communication to define success in organisations. While it constitutes a conscious attempt to commodify self and audit self, it must be intentionally managed to obtain its optimum results. This study aims to illustrate how personal branding may also pose unintentional and unconscious strategic tool for women academics in academia to help them get wider visibility and increase their chances of getting into leadership positions.

We employed a case study approach and convenience sampling to select our unit of analysis. Three universities in both public and private universities in the eastern regions of Indonesia were purposefully selected, and interviews were held with 30 female leaders occupying and occupied middle and lower leadership hierarchies.

Our research shows that, despite their unintentional, unplanned and poorly designed personal branding, women have been able to advance to their current leadership positions by building their own rooms for practising their own preferred leadership values to get them visible and heard. This way is performed through a gendered networking, previous leadership experience and bureaucratic requirements. The consequence of such a practice may limit the range of visibility to getting noticed as worthy individuals for senior leadership roles. This might be one reason why women are scarcely found in senior leadership positions.

We propose that natural strategies of constructing, narrating and marketing or communicating personal branding in academia through authentic actions can also be helpful for the success of women to get to leadership roles in a smaller and ambient environment.