In today's fast-paced business world, where the reliability of organizations is rapidly fading, the empowerment of companies to retain their employees has increased. Factors such as downsizing, the introduction of self-managed teams, higher employee skills and the introduction of total quality management (TQM) programs have also contributed to the tendency of managers to welcome the empowerment. Empowerment is defined as “the freedom and ability of employees to make decisions and commitments. » (Robbins, 2003, p265). In other words, it means giving employees the authority, opportunity, and motivation to take initiatives to solve organizational problems. There are several reasons why managers should abandon centralized control in favor of empowerment. First, it provides a strategic way to develop products and services more efficiently. Second, it's because other companies around the world are doing it too. Ultimately, companies hope to create a unique organization with advanced performance capabilities. Empowerment in Poland seems to be working. In Poland, satisfaction with colleagues was higher when employees were empowered. Another benefit of empowerment is staff flexibility. Employees in empowered organizations are more engaged in their work and are more interested in improving their knowledge and skills. As these employees become more willing to share their skills with each other, the skill level of the organization also increases, allowing tasks to be performed more competently. It also increases employee motivation, engagement and creativity. However, empowerment has its potential downsides. Power, expectations, and trust are probably the biggest potential drawbacks. When organizations become more autonomous, managers often feel that their position is weakened because their subordinates make decisions that they previously made, leading them to believe in a loss of power. Additionally, some managers are hesitant to open up to their employees, which can lead to a loss of trust within the work group. In situations where staff morale is low, embarking on an employee empowerment program could also prove disastrous. Nonetheless, empowerment represents a huge step forward from traditional management-employee relationships. This means the elimination of management control over employee work. In the traditional command and control structure, the top management of the organization normally has more authority than lower-level employees. Managers in these traditional organizations usually have to tell employees what needs to be done and how tasks should be divided. They will have to monitor the progress of employees' work and will intervene to resolve any problems that arise...