This journal explores the interplay between Industrial Psychology and Industry Psychology in understanding workforce behaviour and bridging the gap between expected and actual performance, with a particular focus on industrial contexts. Industrial Psychology, the human-cantered dimension, examines individual behaviour, cognition, emotions, and motivation, aiming to enhance personal development, skill acquisition, and workplace well-being. Industry Psychology, the organization-cantered perspective, emphasizes organizational goals, vision, mission, policies, and value systems in shaping employee behaviour, ensuring alignment with collective objectives, and fostering purpose-driven productivity. The progression from underperformance to optimal achievement is conceptualized through a Growth Journey comprising four psychological zones: Comfort, Fear, Learning, and Growth. The Comfort Zone offers stability and familiarity but limits innovation and initiative, often leading to stagnation. The Fear Zone introduces hesitation, low confidence, and reliance on external opinions, reflecting a psychological defence against failure. The Learning Zone represents a turning point, where individuals confront challenges, acquire new skills, and expand their capabilities through curiosity and resilience. Finally, the Growth Zone signifies maturity, self-actualization, and intrinsic motivation, where employees align personal purpose with organizational vision, contributing to high performance and sustained productivity. This study highlights the cause-and-effect relationship between mismatches in human-cantered and organization-cantered psychological frameworks. Misalignment between individual behaviour and organizational intent can result in underperformance, stagnation, or disengagement. By understanding these zones and applying tailored interventions — such as structured learning, mentorship, and goal alignment — organizations can harmonize employee mind-set with organizational purpose, fostering innovation, engagement, and sustainable growth. The findings offer actionable insights for managers, industrial psychologists, and policymakers to design effective strategies that bridge performance gaps while promoting both individual fulfilment and organizational excellence.