Abstract :
This study examine the role of Industrial Organizational (I-O) psychology in boosting organizational performance, with a precise attention on psychological factors including motivation and leadership within Reckitt. Using a qualitative research design, data were collected through semi structured telephonic interviews with six employees from varied positions. The findings expose that employee motivation is largely powering by intrinsic factors, including recognition, autonomy, meaningful work, and consistency with organizational goals, instead of financial rewards alone. Leadership style evolved as a essential element of performance, with supportive, participative, and flexible leadership enhancing employee engagement and productivity. Meanwhile, ineffective leadership and lack of recognition contributed to disengagement and reduced efficiency. The work also identified key organizational barriers, as well as poor communication, unclear roles, bureaucratic processes, excessive meetings, and outdated systems, which seriously impair workplace performance. Thematic analysis emphasized that autonomy, trust, and a sense of purpose positively influence employee productivity, while structural inefficiencies impair productivity. Ultimately, the work emphasizes that workplace efficiency is fundamental in psychological and organizational dynamics, indicated that organizations should prioritize employee wellbeing, effective leadership practices, and streamlined processes to achieve long term productivity gains.