* Corresponding author. E-mail address: moh_cis2004@yahoo.com (M. A. K. Alsmairat) © 2021 by the authors; licensee Growing Science, Canada doi: 10.5267/j.msl.2020.8.039 Management Science Letters 11 (2021) 675–680 Contents lists available at GrowingScience Management Science Letters homepage: www.GrowingScience.com/msl The interplay between empowerment, minimum experience and performance: An empirical study on Saudi context Noha N. Aljuraid a* and Mohammad A. K. Alsmairat b a Collage of Business Administration, King Saud University, Saudi Arabia b Assistant professor, Luminus Technical University College, Jordan C H R O N I C L E A B S T R A C T Article history: Received: July 7, 2020 Received in revised format: August 10 2020 Accepted: August 17, 2020 Available online: August 27, 2020 Empowerment and experience help and support organizations in enhancing their profitability, productiv- ity and performance. This research aimed to examine the impact of empowerment and minimum experi- ences on the organizational performance. Structural Equation Modeling (SEM) was applied for analysis purpose. 237 questionnaires were collected from the Saudi workers who participated in the research. The research recommended that organizations must start encouraging their managers to implement more par- ticipative leadership styles such as providing subordinates with greater opportunities to get involved in decision-making and to adapt their ideas. © 2021 by the authors; licensee Growing Science, Canada Keywords: Empowerment Performance Organization Workers 1. Introduction One of the most essential powers of the empowerment on companies has been the approach in which companies can motivate and encourage their employees to achieve their targets objectives. Al-adaileh (2016) state that organizations of varying fields are paying much attention and heavy investments to achieve this aim and to maximize the performance level. Empowerment can be defined as the process of dividing power among the individuals of organization to achieve specific objectives. In today’s business, employees look for more freedom and power to fulfill their obligations and organizations focus on the performance and productivity. Empowerment is a heavy construct that reflects large number of human’s behaviors and have a huge impact on their cognitive skills and motivations. It plays an important role in enhancing employee performance, productivity and decision-making process. In supporting this argument, many previous researches pointed out that organiza- tions should improve their performance by implementing all possible tools and strategies in order to exploit opportunities on the market while exploiting the existing resources (Hilman & Kaliappen, 2014; Obeidat et al., 2016; Shannak, 2013; Theodo- siou & Katsikea2012). Apart from organizational performance, organizations ought to also ensure the integration of various organizational skills to achieve sustainable success (Obeidat et al., 2012; Thoumrungroje & Racela, 2013). These capabilities and skills include employees experience, qualifications and orientation. Karlsson and Neilson (2009) and Charan (2005) ar- gued that organizations are increasingly not willing to take the risk of signing individuals with no prior experience and learn towards outsourcing positions that are the same as or similar to the job that they previously held, rather than hiring them to a totally new job function. This accordingly will improve organization capabilities to implement, follow up and maintain a practical organizational awareness and optimistically to introduce potential methods and mechanisms not only to increase the level of organization performance but also to follow up the implementing of these in certain organizational settings. In this