Empowerment, Motivation, and Performance The purpose of this study was to ascertain how the three psychological dimensions of empowerment are affected by specific types of performance feedback and performance-based rewards for lower-level employees. The three psychological dimensions include the impact on a firms profit, task competence, and self-determination. It further investigates the inter-dependence between individual performance, motivation, and the three dimensions of empowerment. Finally, it investigates whether the predictions put forward by Spreitzer (1995) on surveys of managers can also apply to lower-level workers. The research participants are low-level employees that are involved directly in customer service, data entry, and data processing and selling to customers among other duties. Research in this area is necessary. Despite the supposed relationship between employment and motivation, little research especially in the field of accounting has been done to ascertain how an organizations control system affects low-level workers empowerment, drive, performance, and the general perception of empowerment by this group. Though an earlier survey had been done by Spreitzer (1995, 1996), it focused on middle –level managers, and further research was needed to confirm whether the findings could equally apply to lower-level workers (those without managerial duties and/experience). Earlier research failed to identify specific performance feedback and performance reward systems. lastly, the balanced scorecard approach emphasizes the role played by motivated employees on a firms success, yet the few available writings on this subject are rather superficial. The research was conducted at a large Midwestern University. The methodology used is both quantitative and experimental. It employs the use of questionnaires, surveys, and statistical analysis (Correlation, Wald test, Lagrange multiplier, and confirmatory factor analysis) in testing and validating several hypotheses. The study sample involved a group of one hundred and twenty-five undergraduate students. A large number of the participants (79.2%) were sourced from sophomore and junior level business classes. The choice of this group was largely influenced by the fact that these students lacked management experience and could therefore be employed to carry out simple front office tasks such as data processing and customer service. Another group comprising 6.4% was freshman, and 14.4 percent were seniors or master level students. 59.2 percent of the participants were male while 40.8 percent were females. The majority of the participants were from the U.S. or Canada (85.6 percent), 8.0 percent from Asia, and the remaining 6.4 percent were from Europe, Latin America, or from other nations. There are several dependent and independent variables in the study. Independent variables are grouped into manipulated variables (Performance Feedback and Performance-Based Rewards) and control variables (Self-esteem and Locus of Control). Dependent variables were empowerment (Impact, competence, and self-determination), task motivation, and performance (profit). The manipulated variables examine the effects of certain types of perform