Globalization and related technological developments have increased competition and put organizations in a struggle to survive in an extremely difficult market condition. Organizations adopt their technologies and infrastructures to today’s conditions to gain a sustainable competitive advantage and maintain their existence. However, all these efforts of organizations are easily imitated by rival companies and may cause the loss of competitive advantage.

The resource-based view provides additional information that strategic human resource is the scarce, valuable, inimitable and non-substitutable resources of organizations, thus enabling them to gain a competitive advantage. According to this view, the competitive advantage of the organization is achieved by combining valuable internal resources. Nowadays, sustainable competitive advantage is provided not by environmental factors or physical capital but by human capital (employees) efficiency. In this context, the attitudes and behaviors of employees who make up human resources are important for their organizational success. Many studies emphasize that positive attitudes and behaviors (e.g. innovative work behavior, work engagement, job satisfaction) in employees have important contributions to the success of the organization, while similarly negative attitudes and behaviors (e.g. organizational silence, turnover intention) are one of the main reasons for the failure of the organization.

In our book, literature has been created on the definition, antecedents, and organizational results of new and current concepts that are newly conceptualized in the literature and are still in their infancy. It is considered that this cumulative literature within the book will be a source for future studies on these subjects and will provide important insights for practitioners.

This study, which is based on a PhD thesis; examines, with an integrative perspective, the effects of employees’ perceptions about the empowering behavior of their immediate supervisor on employees’ psychological empowerment, and the effects of employees’ psychological empowerment on their job satisfaction, extrinsic reward satisfaction, affective commitment towards their organizations, turnover intentions; and task performance and organizational citizenship behavior. In addition, this study makes comparisons between the strength of some of the hypothesized relationships.

The primary finding of the study is that there is a strong relationship between enhancing meaningfulness- providing autonomy dimension of empowering behavior of supervisors and employees’ psychological empowerment. Another important finding is that there are positive relationships between empowering behavior of supervisors and employees’ job satisfaction, extrinsic reward satisfaction, and affective commitment.

The results also indicate that the impact of empowerment on job satisfaction is stronger than that on extrinsic reward satisfaction, and the impact of job satisfaction on turnover intention is stronger than that of extrinsic reward satisfaction. Finally, there are negative influences of empowerment on employees’ task performance and organizational citizenship behavior.