In today's rapidly changing corporate world, where the reliability of organizations is fading rapidly, corporate empowerment has grown to retain employees. Factors such as downsizing, the introduction of self-managing teams, increasing employee skills and the introduction of total quality management (TQM) programs have contributed to the tendency of managers to welcome 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 make decisions. initiative to solve organizational problems. There are several reasons why managers should give up centralized control to support empowerment companies around the world are doing the same. Finally, companies hope to create a unique organization with advanced performance capabilities. Empowerment in Poland seems to work advantage of empowerment is staff flexibility. Employees from empowered organizations are more involved in their work and have more desire to improve their knowledge and skills. As these employees are more willing to share their skills with each other, the organization's level of expertise also increases, resulting in jobs being performed more competently. It also increases employee motivation, commitment and creativity. However, empowerment has its potential drawbacks. Power, expectations and trust are probably the most important potential disadvantages. As organizations gain more power, managers often feel that their positions are being weakened as their subordinates make decisions they once made, leading them to believe in a loss of power. Furthermore, there are managers who are reluctant to open up to their employees, which can lead to a loss of trust in the work group. In situations where staff morale is low, even undertaking an employee empowerment program could be potentially disastrous. However, empowerment represents a huge step forward from traditional management-employee relationships. It means the elimination of management control over employee work. In the traditional command and control structure, the organization's upper management normally has more authority than lower-level employees. Managers in these traditional organizations usually have to tell employees what needs to be done and the assignment of tasks. They will need to monitor the progress of employees' work and will intervene to resolve any problems that arise.