Industrial Organizational Psychology Practices and Organizational Competitiveness: A Panacea for Career Growth and Development in Kenya Power and Lighting Company Limited, Nairobi, Kenya

The study delved the effect of industrial organizational psychology practices on organizational competitiveness in Kenya Power and Lighting Company Limited. Available literature indicates that the two variables under investigation correlate although with an irregular consistence on the account of practice in most organizations and Kenya Power is no exception. This served the researchers a favorable ground to hypothesize that organizational competitiveness is explained sufficiently not by the industrial organizational psychology practices. To guide this reasoning, the study thus adopted the following specific objectives; to establish the effect of talent management, work-life programs, work diversity and globalization on organizational competitiveness. The study further adopted a positivistic philosophical foundation which is based on real facts, objectivity, neutrality, measurement and validity. A true experimental quantitative survey and a content analysis for qualitative approach were employed. Questionnaires were administered on the employees of Kenya Power as it’s one of the key players in the energy sector in Kenya and the only firm where the problem under investigation seemed dominant. Findings were consistent with some reviewed literature despite having poor connotation with the status-quo in the company. All aspects of the independent variable scored highly implying that they are fit to explain a change in the dependent variable. Despite this empirical evidence, the practice on ground in the said company at the time of the study seemed inconsistent with the empirical data. Much as it is common sense to everyone in this company that organizational competitiveness strongly rely on the psychological mighty of the firm, the practice seems to suggest a different stance. This sends a very powerful message to Industrial Psychologists for their field is under siege, employers and employees seem to mind less about it despite its strong perceived relevance in predicting organizational success. The academic-practitioner divide is wide and thus the I–O psychology is much less likely to become more visible or more relevant to society at large or to achieve the lofty goals it has set for itself unless researchers, practitioners, universities, and professional organizations implement significant changes.