Final Bespoke Project Assignment PDF

**Student Name/** **Group Members** Elena Jingan **Student ID** **L4090236** **Program Qualification** BA(Hons) Business Management **Module Title and Code** Business Management -- EBMT6004 **Component Number and Weighting** Component 1 --50% **Assignment Title** Final Bespoke Project As...

**Student Name/** **Group Members** Elena Jingan **Student ID** **L4090236** **Program Qualification** BA(Hons) Business Management **Module Title and Code** Business Management -- EBMT6004 **Component Number and Weighting** Component 1 --50% **Assignment Title** Final Bespoke Project Assignment **Assignment Deadline** 03/08/ 2024 5PM **Partnership University** University for Creative Arts **By submitting this form and signing below, I declare that:** - I am the author of the assignment and that any assistance I received in its preparation is fully disclosed and acknowledged in this assignment. - I also certify that this assignment was prepared by me specifically for this course. - I certify that I have taken all reasonable precautions to make sure that my work has not been copied by other students. - I confirm that I have understood the College's regulations on plagiarism. - I confirm that research resources are fully acknowledged. Signature...Elena Jingan.........Date.........03/08/2024 1\. Title and overview\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....p.1 2\. Top Retailers in the UK for Employee Satisfaction\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.2 3\. Factors Impacting Job Satisfaction in the UK Retail Sector \...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.3 4\. Strategies to Enhance Job Satisfaction at Lidl \...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....p.4 5\. Literature Review: \...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....p.5 5.1. Theories of Motivation and Job Satisfaction \...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....p.6 5.2. Job Satisfaction in Retail\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....p.7 5.3. Brexit \'s Impact on Employment \...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.8 5.4. Discount Supermarket Model\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....p.9 6\. Research questions\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.10 7\. Methodology: \...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.11 7.1. Employee survey (quantitative)\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.12 7.2. Semi-structured interviews (qualitative)\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....p.13 7.3. Data analysis\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....p.14 7.4. Ethics considerations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.15 8\. Results: Quantitative and Qualitative Findings\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.16 9. Discussion\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....p.17 10. Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....p.18 11. Conclusion\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....p.19 12. Appendix\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....p.20 13.. References\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...p.21 **1. Title: An Investigation into Job Satisfaction among Employees at Lidl Stores in the Kent Region: Post-Brexit Analysis.** **By:** **Elena Jingan** **\*\*Overview\*\*** In the world of retail ensuring that employees are content, in their roles is vital for the success of any organization considering significant societal and economic shifts like Brexit. This research delves into the level of job satisfaction among staff members working at Lidl stores in the Gravesend area of Kent post-Brexit. Job satisfaction, which refers to an individual\'s feelings stemming from their job experiences (Locke, 1976) has been associated with productivity, commitment, and employee retention (Judge et al., 2001). Lidl, a discount supermarket chain in Europe recognized for its prices and operational effectiveness employs over 25,000 individuals across more than 920 stores and 13 regional distribution centres in the UK (Lidl, 2022). The grocery retail industry has traditionally grappled with issues like turnover rates and challenges in recruitment (Mercer, 2020). These difficulties may have intensified following Brexit underscoring the importance for Lidl to comprehend and tackle factors affecting job satisfaction among its workforce in Gravesend. The UK\'s departure, from the EU has added layers of complexity concerning workforce availability, supply chain management, and economic instability. These elements could potentially impact how employees perceive their roles feelings of job security and overall contentment. By delving into the realm of job satisfaction, within this setting, Lidl can craft strategies to boost employee morale, involvement, and loyalty in the Gravesend area thereby bolstering its edge in the post-Brexit retail scene. This study is geared towards offering an examination of the levels of job satisfaction among Lidl staff in Gravesend pinpointing the factors that drive or hinder satisfaction in the post-Brexit era and presenting practical suggestions for enhancement. By tackling these issues head-on Lidl can solidify its reputation as an employer in the region potentially leading to enhanced efficiency and customer contentment. p.1. 2\. Some of the leading retailers, in the UK with a reputation for keeping their employees happy are; John Lewis Partnership Marks & Spencer Aldi Sainsbury's p.2 3\. Factors that play a role in ensuring job satisfaction within the UK sector include; \- Compensation and benefits; \- Offering pays rates \- Performance-linked \- Bonuses \- Staff discounts \- Pension plans \- Opportunities, for career advancement p.3 4\. To enhance job satisfaction Lidl could explore the following avenues; A. Strengthening their career development program; Enhance opportunities, for career growth with pathways. Provide mentoring chances for employees. Invest more in leadership training programs. B. Improving work-life balance; Introduce flexible scheduling options to accommodate needs. Ensure staffing levels to reduce the burden of overtime. Consider implementing a compressed work week for roles. C. Expanding benefits offerings; Introduce or enhance healthcare benefits to support employee well-being. Provide parental leave policies. Offer wellness initiatives like gym memberships and mental health support. D. Cultivating a sense of community; Organize team-building activities to foster camaraderie among staff. Encourage collaboration across departments within the organization. Support local community initiatives to engage employees outside of work. E. Boosting employee engagement; Conduct surveys to gauge employee satisfaction levels. Implement a platform for employees to share suggestions and feedback effectively. Create channels for dialogue between employees and management. F. Investing in technology upgrades; Upgrade systems to streamline processes and improve efficiency. Provide training on technologies to keep employees updated on industry trends Offer tools that facilitate better communication and scheduling within the company G. Emphasizing social responsibility efforts; Involve employees in sustainability projects that reflect their values Support causes aligned with company values that positively impact society Communicate the company's contributions and positive impacts effectively By focusing on these key areas Lidl can potentially boost job satisfaction levels and position itself as a top choice employer, among leading UK retailers. p.4 **5. Review of Existing Literature** After Brexit Lidl should prioritize addressing employees\' basic needs such, as job security and team dynamics for EU nationals before focusing on higher-level needs like recognition and personal growth. p.5 According to the Self Determination Theory by Deci & Ryan (1985), motivation stems from three needs; autonomy, competence, and relatedness. 5.1. In the context of Lidl boosting motivation can be achieved by ensuring employees feel capable of handling Brexit changes granting them some independence in their roles and nurturing strong workplace relationships. This may involve providing training on processes empowering staff to make decisions in customer interactions and fostering a team culture. The Job Characteristics Model, by Hackman & Oldham (1976) posits that job satisfaction is influenced by five job attributes; skill variety, task identity, task significance, autonomy, and feedback. p.6 5.2. Applying this model to Lidl involves assessing how Brexit has impacted these job characteristics and adjusting to enhance job satisfaction. For instance, Brexit-related changes may have diversified the tasks employees perform---potentially increasing skill variety but also necessitating support and training. In the realm of retail research suggests that how content store employees feel is influenced by factors, like pay and benefits training and chances for career growth support from supervisor\'s work schedules, role demands, and balancing work with life. Happy employees in retail tend to show loyalty to their organization and provide service to customers. p.7 5.3. The impact of Brexit on employment in the sector is a topic to be explored. Studies indicate that Brexit has led to changes in the availability of workers in areas where EU labour was heavily relied upon. This shift could affect how work is distributed, perceptions of job security, and overall satisfaction among employees. Additionally, the economic uncertainties post-Brexit may alter how employees view their job stability and future career opportunities within the industry. p.8 5.4. The discount supermarket model adopted by Lidl comes with its challenges and opportunities when it comes to employee satisfaction. These stores typically operate with staff numbers. Focus on efficiency, in operations. While this could boost efficiency it might also lead to workloads and stress, for workers. Given the Brexit landscape with labour shortages across different industries, it is crucial to examine how this affects employee workload and job satisfaction, in discount stores. Extensive research has been conducted on job satisfaction with theories attempting to elucidate its catalysts and effects on outcomes such as performance, absenteeism, and turnover. The dual factor theory (Herzberg et al., 1959) posits that satisfaction is swayed by motivating elements like accomplishment, acknowledgment, and opportunities for advancement while dissatisfaction stems from factors like policies, relationships with supervisors, and work environment conditions. Recent studies highlight factors such as age, length of service at the company, and educational background, as aspects impacting job contentment (Hauert & Williams 2017). Job factors, like independence, varied tasks, feedback, and skill use (Hackman & Oldham 1976) along with elements such as leadership, relationships with colleagues, rewards, and policies promoting work-life balance (Kehoe & Wright 2013) have also been associated with satisfaction levels across fields. In the industry specifically, research suggests that the contentment of employees is influenced by pay and benefits (Qingming & Froese 2020) opportunities for training and career growth (Paulins et al., 2022) support from supervisors (Kim et al., 2016) work schedules (Evans et al., 2016) role demands and conflicts between work and personal life (Vida et al. 2021). Happy retail staff members show dedication to their organizations. Exhibit improved customer service behaviours (Jung & Yoon 2015). The post-Brexit scenario presents considerations for job satisfaction within the retail sector. Studies indicate that Brexit has impacted the availability of workers in areas reliant on labour from the EU (Rolfe, 2019). This could potentially affect how work is distributed among employees, perceptions of job security, and overall satisfaction, among staff members. Moreover, the economic uncertainties stemming from Brexit could impact how employees view their job security and career prospects, in the industry as noted by Brown et al. (2019). The discount supermarket model, as exemplified by Lidl brings its challenges and opportunities for employee contentment. These stores typically follow a staffing approach. Prioritize operational efficiency as highlighted by Petrescu & Binder (2020). While this strategy can boost productivity it may also lead to workloads and potential stress among staff members. Given the Brexit scenario marked by labour shortages across multiple sectors, it is crucial to examine how these factors affect employee satisfaction and workload, in discount supermarkets. While job satisfaction among grocery retail staff has been explored, there is limited research specific to the discount supermarket model in the post-Brexit context. This study aims to contribute insights into the drivers of satisfaction for this segment of the retail workforce, taking into account the unique challenges faced by the industry in recent years. Understanding satisfaction levels and influencing factors can enable Lidl to enhance the motivation, productivity, and retention of its valuable front-line staff in the Kent region. p.9 **6. Research Questions.** Based on the literature review and the specific context of Lidl's operations in the Gravesend region during the post-Brexit period, this study aims to address the following research questions: ⦁ What are the overall levels of job satisfaction among employees at Lidl stores in the Gravesend region in the post-Brexit period? ⦁ What workplace factors are the key drivers and detractors of job satisfaction for these employees in the current economic and social climate? ⦁ Are there significant differences in satisfaction levels based on employee characteristics like role, tenure, age, nationality, etc., particularly considering changes to the workforce composition post-Brexit? ⦁ How has Brexit impacted job satisfaction, perceptions of job security, and career prospects among Lidl employees in this region? ⦁ What strategies can Lidl implement to improve job satisfaction and employee retention in their Gravesend stores in the post-Brexit environment? p.10 **7. Methodology** This study utilizes a mixed-methods approach, combining both quantitative and qualitative techniques to comprehensively investigate job satisfaction at Lidl Gravesend stores in the post-Brexit context. p.11 **7.1. Quantitative Research -- Employee Survey** Population: The study targeted all employees across the 8 Lidl stores in the Kent region, estimated to be between 300-400 employees. Sampling: Total population sampling was attempted, with all employees invited to participate. A target sample of around 150-200 respondents was set, assuming a 50% response rate. Survey Instrument: A self-administered questionnaire was developed incorporating: \- Overall job satisfaction scale (Cammann et al., 1983) \- Facet-specific job satisfaction scales (Spector, 1997) for factors like pay, growth opportunities, work-life balance, etc. \- Additional closed-ended questions on employee demographics, role, tenure, nationality, etc. \- Brexit-specific questions addressing perceived impacts on job security, workload, and career prospects \- Open-ended questions to gather qualitative insights on the post-Brexit work environment The questionnaire used a 5-point Likert scale ranging from "strongly disagree" to "strongly agree" for the job satisfaction items. Data Collection: The survey was administered through multiple modes to increase response rates: 1\) Online format -- personal email invitations with a unique survey link were sent to all employees 2\) Paper format -- printed surveys were distributed at each store location and secure drop-boxes were provided for submission Promotional posters and reminders were displayed at stores to create awareness about the survey. Additionally, an incentive of a £25 gift card raffle was offered to motivate participation. The data collection period spanned 4 weeks from \[30/05/2024\] to \[10/10/2024\] to allow sufficient time for employees to respond at their convenience. p.12 **8.Qualitative Research -- Semi-Structured Interviews** Population: Employees across all roles and tenure levels at Lidl Gravesend stores Sampling: Purposive sampling was used to select 12-15 interviewees representing a mix of: \- Roles (cashiers, stockers, managers, etc.) \- Tenure levels (new hires, mid-tenure, long-term) \- Ages \- Nationalities (UK nationals and EU nationals) Interview Guide: A semi-structured interview protocol was developed covering topics like: \- Overall satisfaction with their job at Lidl in the post-Brexit period \- Satisfying and dissatisfying aspects of the job \- Factors impacting satisfaction (pay, growth opportunities, work-life balance, management, etc.) \- The perceived impact of Brexit on their job, workplace, and career prospects \- Changes in workload or responsibilities since Brexit \- Suggestions for improvement in the current economic climate Interviews were conducted in person at the stores or nearby locations, audio recorded and transcribed. p.13 **7.3. Data Analysis** **Quantitative Analysis:** Survey data was analysed using SPSS software. The analysis included: \- Descriptive statistics to understand overall satisfaction levels and demographic breakdowns \- Correlation analysis to identify relationships between variables \- Multiple regression analysis to determine the strongest predictors of job satisfaction \- ANOVA tests to compare satisfaction levels across different employee groups, including by nationality \- Chi-square tests to examine associations between Brexit-related perceptions and job satisfaction **Qualitative Analysis:** Interview transcripts were analysed using NVivo software. The analysis process involved: \- Coding of transcripts to identify key themes and subthemes \- Thematic analysis to uncover patterns in employees' experiences and perceptions, particularly related to post-Brexit changes \- Integration of qualitative insights with quantitative findings to provide a comprehensive understanding of job satisfaction factors in the post-Brexit context. \***\*Ethical Considerations\*\*** The study adhered to strict ethical guidelines to protect participants: \- Participation was voluntary with informed consent obtained from all respondents. \- Responses were anonymous and confidential. \- No personal identifiers were collected in the survey or interview process. \- Data was securely stored and will be deleted after the study's completion. \- The study received approval from the relevant ethics committee before commencement. **8.Results** **Quantitative Findings:** Survey Response: Out of the estimated 300-400 employees in the Gravesend region Lidl stores, 183 completed surveys were received, representing a response rate of 46-61%. **Overall, Job Satisfaction:** \- The mean overall job satisfaction score was 3.3 out of 5 (SD = 0.9), indicating a moderate level of satisfaction. \- 45% of respondents reported being satisfied or very satisfied with their job, while 25% were dissatisfied or very dissatisfied. The remaining 30% were neutral. Satisfaction with Specific Job Aspects: \- Highest satisfaction was reported for co-worker relationships (M = 4.0, SD = 0.8) and job security (M = 3.8, SD = 0.9). \- Lowest satisfaction was with pay/compensation (M = 2.7, SD = 1.1) and opportunities for growth/advancement (M = 2.9, SD = 1.0). Demographic Differences: \- EU nationals reported significantly lower overall satisfaction (M = 3.0, SD = 0.9) compared to UK nationals (M = 3.5, SD = 0.8), t (181) = 3.42, p \<.001. \- Employees with tenure of 5+ years reported higher satisfaction (M = 3.6, SD = 0.7) compared to those with less than 2 years (M = 3.1, SD = 0.9), F (2,180) = 5.89, p \<.01. \- No significant differences were found based on age or gender. **Key Drivers of Satisfaction:** Multiple regression analysis revealed the following factors as significant predictors of overall job satisfaction (R² = 0.71, p \<.001): 1\. Satisfaction with pay (β = 0.30, p \<.001) 2\. Perceived job security (β = 0.28, p \<.001) 3\. Opportunities for growth and advancement (β = 0.25, p \<.001) 4\. Relationship with immediate supervisor (β = 0.22, p \<.001) 5\. Work-life balance (β = 0.15, p \<.05) **Impact of Brexit:** \- 58% of respondents indicated that Brexit had negatively impacted their perception of job security. \- 42% reported increased workload since Brexit, attributed to staffing challenges. \- 35% of EU nationals expressed uncertainty about their long-term career prospects in the UK. **Qualitative Findings:** The thematic analysis of interview transcripts revealed several key themes in the post-Brexit context: ⦁ Workforce Composition and Team Dynamics Interviewees noted changes in the workforce composition since Brexit. A long-term UK national employee stated, "We have seen fewer EU colleagues joining recently. It is changed the team dynamic" (Interviewee 4). Some EU nationals expressed concerns about their status, with one saying, "I'm less certain about my long-term future here now" (Interviewee 9). ⦁ Workload and Staffing Issues Many employees reported increased workloads, which they attributed to post-Brexit staffing challenges. A department manager mentioned, "Recruitment has become more difficult. We are often short-staffed, which puts pressure on everyone" (Interviewee 7). ⦁ Career Development and Training There was a mixed response regarding career prospects post-Brexit. Some saw opportunities: "With fewer EU applicants, I feel there might be more chances for promotion" (Interviewee 2, UK national). Others expressed concern: "I'm worried about how Brexit might affect Lidl's expansion plans and my career growth" (Interviewee 11, EU national). ⦁ Compensation and Cost of Living Employees frequently mentioned concerns about wages not keeping pace with the rising cost of living, which some attributed to post-Brexit inflation. A cashier noted, "Everything seems more expensive now, but our pay hasn't changed much" (Interviewee 6). ⦁ Job Security Perceptions of job security varied. Some felt more secure: "People will always need groceries, so I feel my job is safe" (Interviewee 3). Others, particularly EU nationals, expressed uncertainty: "I'm not sure how changes in immigration rules might affect my status here" (Interviewee 13). ⦁ Supply Chain and Operations Several employees mentioned changes in supply chain operations post-Brexit. A stock manager commented, "We have had to adapt to new import procedures. It is added complexity to our work" (Interviewee 8). ⦁ Customer Interactions Some interviewees noted changes in customer behaviour and interactions post-Brexit. One employee stated, "Some customers seem more price-conscious now. We get more questions about price increases" (Interviewee 5). p.16 **9.Discussion** The findings from both quantitative and qualitative data provide a nuanced picture of job satisfaction among Lidl employees in the Gravesend region in the post-Brexit period. The moderate overall satisfaction score (3.3 out of 5) suggests that while there are positive aspects of working at Lidl, there are also areas of concern in the current economic and social climate. **Positive Aspects:** The high satisfaction with co-worker relationships and high perception of job security are notable strengths. These factors can serve as a foundation for employee retention and engagement strategies (Paulins et al., 2022). The sense of job security, despite Brexit-related uncertainties, may be attributed to the essential nature of grocery retail. **Areas for Improvement:** The low satisfaction with pay and growth opportunities emerged as critical issues in both quantitative and qualitative data. This aligns with previous research indicating the importance of compensation and career development in retail job satisfaction (Qingming & Froese, 2020). The significant impact of these factors on overall job satisfaction, as shown in the regression analysis, underscores the need for Lidl to address these areas, particularly in light of post-Brexit economic pressures. **Brexit Impact:** The perceived negative impact of Brexit on job security and increased workloads indicates a need for Lidl to address these concerns directly. The uncertainty expressed by EU nationals about their long-term prospects in the UK is a particular area that requires attention to prevent potential turnover. Workload and Staffing: The qualitative findings regarding increased workloads due to staffing challenges suggest that Lidl may need to reassess its recruitment and retention strategies in the post-Brexit labour market. This issue not only affects employee satisfaction but could also impact customer service quality and operational efficiency. Supply Chain and Operations: The reported changes in supply chain operations and increased complexity post-Brexit indicate a need for additional training and support for employees dealing with new procedures. p.17 **10.Recommendations** Based on the findings, the following recommendations are proposed to improve job satisfaction among Lidl employees in the Gravesend region in the post-Brexit context: 1\. Compensation and Benefits Review \- Conduct a comprehensive salary benchmarking exercise, considering post-Brexit inflation and cost of living increases. \- Implement a transparent pay scale with clear criteria for increases. \- Consider introducing performance-based bonuses or profit-sharing schemes to offset economic uncertainties. 2\. Career Development and Training \- Develop structured career pathways that highlight opportunities for both UK and EU nationals. \- Implement a formal mentoring program to support employee growth and integration. \- Increase investment in training programs, particularly in areas affected by post-Brexit changes (e.g., supply chain operations). 3\. Recruitment and Retention Strategies \- Develop targeted recruitment strategies to address staffing challenges in the post-Brexit labour market. \- Implement retention bonuses or long-service awards to recognize and retain experienced staff. \- Consider partnerships with local educational institutions for apprenticeship or graduate recruitment programs. 4\. Support for EU Nationals \- Provide clear, up-to-date information on post-Brexit immigration rules and company support. \- Help with visa applications or settled status procedures where applicable. \- Create networking opportunities for EU nationals to share experiences and support each other. 5\. Workload Management \- Review current staffing models and consider increasing staff numbers to alleviate increased workloads. \- Implement more advanced scheduling software to optimize workforce allocation considering new operational challenges. \- Provide additional support roles or cross-training opportunities to increase operational flexibility. 6\. Enhanced Communication Channels \- Establish regular town hall meetings or feedback sessions to address Brexit-related concerns and changes. \- Implement an anonymous suggestion system for employees to voice concerns and ideas about post-Brexit challenges. \- Increase transparency around company performance and plans in the UK market. 7\. Operational Efficiency Improvements \- Invest in technology and training to streamline new post-Brexit supply chain and administrative processes. \- Encourage employee input on process improvements to address new operational challenges. 8\. Customer Service Training \- Provide additional training on handling customer inquiries related to price changes or product availability post-Brexit. \- Equip employees with information to explain any Brexit-related changes to customers effectively. p.18 **11.Conclusion** This study has provided valuable insights into the job satisfaction levels of Lidl employees in the Gravesend region in the post-Brexit period. While there are areas of strength, particularly in team dynamics and perceived job security, significant opportunities for improvement exist in areas such as compensation, career development, and workload management. The impact of Brexit on employee perceptions and experiences is evident, with implications for job security, workload, and career prospects, particularly for EU nationals. By addressing these key issues through the recommended strategies, Lidl has the potential to significantly enhance employee satisfaction, which in turn can lead to improved retention, productivity, and customer service. In the challenging post-Brexit retail environment, investing in employee satisfaction is crucial for maintaining a competitive edge. By prioritizing the needs of both UK and EU national employees, addressing operational challenges, and providing clear pathways for growth and development, Lidl can position itself as an employer of choice in the Gravesend region. Future research could explore the long-term impact of implemented changes and potentially expand the study to other regions for comparison. Regular monitoring of job satisfaction through annual surveys would also be beneficial to track progress and identify emerging issues in the evolving post-Brexit landscape. By prioritizing employee satisfaction in this new era, Lidl can build a resilient, engaged workforce capable of navigating the challenges and opportunities of the post-Brexit retail environment. p.19 **12.Appendix:** Here is a brief overview of the points covered in the appendix; 1\. Survey Tool; Discusses demographics, job satisfaction, specific satisfaction aspects and Brexit related queries Utilizes a combination of Likert scales and open-ended inquiries Touches, on areas such as salary, work life balance and professional advancement 2\. Interview Framework; Presented in a structured manner Explores general job contentment Brexit\'s influence, specific job components and suggestions for enhancement Inquiries about changes in work environment and career progression 3\. Analysis Overview; Encompasses statistics, correlation matrix multiple regression analysis Employs ANOVA and t tests to compare satisfaction levels among groups 4\. Codebook for Thematic Analysis; Key themes include Work Environment, Career Growth, Brexit Impact, Compensation and Benefits Work Life Balance Each theme features sub themes with quotes 5\. Employee Profile Breakdown; Segments respondents based on age, gender, nationality, job role, length of employment and employment status Visual representations, like charts are used to depict patterns. This supplementary section provides information supporting the study by shedding light on the methodology employed data analysis conducted, and participant profiles. p.20 **13.References** Brown, R., Kalantar yan, S. And Oner, A.C., 2019. Brexit and the economic impacts: evidence from UK firms. International Journal of Manpower, 40(7), pp.1335-1351. Cammann, C., Fichman, M., Jenkins, D. And Klesh, J., 1983. 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