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Firstly, we recognize the strategic alignment with organizational mission, goal, and objectives, and then we determine the desired performance and the actual performance through perception analysis, seeing through the desired performance versus the actual performance of the organization.

After our strategic alignment is accepted by the organization, we further analyze the performance analysis by looking through the organizational systems, management systems, physical and technical systems, and human and social systems.

Furthermore, we explain our framework of the intervention for the organization’s problems. Lastly, through the agreement of the organization, they will then implement our framework in their further action.

Note:

Before finishing all the alignment and analysis, we seek further evaluation and feedback from either the organization or the experts for each section.

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The Performance Improvement Model is typically presented as a flowchart that outlines the process step by step. It begins with Perception Analysis, which serves as an initial screening to determine whether a performance issue is real or merely a matter of perception. If the issue is valid, the next stage is Strategic Alignment with Mission, Goals, and Objectives, ensuring that the analysis and planned improvements are consistent with the organization’s overall direction. This is followed by Performance Analysis, where a deeper investigation is conducted to identify the specific performance gaps. Once these gaps are clear, the process moves to Intervention Selection, where the most appropriate solutions are chosen. Before implementing, a Feasibility Analysis is conducted to test whether the solutions are practical in terms of resources, cost, and time. If deemed feasible, the process advances to Design, Development, and Implementation, where solutions are created and put into action. Finally, the stage of Evaluation and Feedback assesses the results, provides feedback, and allows for adjustments. Since the model is cyclical, the evaluation may loop back to earlier stages, supporting continuous improvement.

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Kelompok Everyonee Performance Improvement Model

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Kelompok Everyonee Performance Improvement Model

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the Performance Improvement Model is a framework designed to enhance organizational or company performance so that it remains aligned with its goals. The process begins with Perception Analysis, which is about recognizing problems or opportunities for improvement by comparing the desired performance with the actual performance. These problems may include low productivity, the need for quality improvement, or new business opportunities that can be utilized. When problems are identified, the process continues to Strategic Alignment to ensure that the issues are relevant to the organization’s vision, mission, and objectives otherwise, the process is discontinued. The next step is Performance Analysis, which aims to find the root causes by examining organizational systems, management systems, technical systems, or human resources. The results of this analysis then serve as the basis for Intervention Selection, which involves choosing the right solutions such as training, improving SOPs, replacing equipment, or restructuring the organization. Before implementation, the intervention must go through a Feasibility Analysis to assess its practicality in terms of cost, time, resources, management support, and technology. If feasible, the intervention proceeds to the stage of Design, Development, and Implementation, which includes detailed planning, preparing the necessary resources, and carrying out the solution. Finally, all these stages require Evaluation and Feedback to measure the effectiveness of the intervention and ensure that it aligns with the organization’s or company’s goals.

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The Performance Improvement Model is a step-by-step process for closing the gap between desired and actual results. It begins with Perception Analysis, where the organization identifies whether there are productivity issues, quality-improvement needs, or new business opportunities. Next is Strategic Alignment, making sure any improvement initiative fits the company’s overall mission, goals, and objectives. The process then moves to Performance Analysis, which examines the systems that affect results, including organizational structures and policies, management processes, physical and technical resources, and human or social factors such as workforce culture. Based on these findings, the team proceeds to Intervention Selection, choosing the most appropriate actions to close the performance gap. A Feasibility Analysis follows to confirm that the chosen solutions are practical and achievable with available resources. After that comes Design, Development, and Implementation, where detailed plans are created and the solutions are put into action. Finally, Evaluation and Feedback ensure that outcomes are measured, lessons are learned, and continuous improvements can be made. In short, the flow is: recognize a problem or opportunity, align with company goals, analyze the gap between targets and reality, select and test realistic solutions, implement them, and review the results for ongoing improvement.

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In our opinion, the Performance Improvement Model gives a straightforward path to help organizations do better. Perception Analysis is important because it points out the real problems or opportunities for growth. Then, Strategic Alignment makes sure any improvement efforts stay in line with the organization’s mission and goals. Performance Analysis helps us dig deeper to find the main causes of performance gaps whether they come from the organization, management, technology, or people. After that, Intervention Selection is about choosing the best actions to solve those issues, while Feasibility Analysis checks if those actions are practical and possible to carry out. The steps of Design, Development, and Implementation show how ideas can be turned into real solutions. Finally, Evaluation and Feedback are important to see the results and keep making improvements over time.

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The flow of the Performance Improvement Model begins with the Organizational Mission, Goals, and Objectives, which serve as the foundation, followed by Strategic Alignment to check whether programs are consistent with the mission, If not, the process stops; if aligned, it continues to Perception Analysis, where the Desired Performance is compared with the Actual Performance to identify any gaps. If a gap exists, a Performance Analysis is carried out to find the root causes across four areas: Organizational Systems, Management Systems, Physical & Technical Systems, and Human & Social Systems. Next comes Intervention Selection to choose the most appropriate solution, followed by a Feasibility Analysis to ensure the solution is realistic. If feasible, the process moves to Design, Development, and Implementation, where the solution is planned, developed, and executed, and finally to Evaluation & Feedback, where outcomes are assessed and insights are gathered to feed back into continuous improvement.

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The Performance Improvement Model starts with perception analysis, where organizations identify whether there is a gap between desired and actual performance, often triggered by productivity problems, quality initiatives, or business opportunities. Next is strategic alignment, ensuring the initiative matches the organization’s mission and goals; if not, the process stops. If aligned, a performance analysis is done across organizational, management, technical, and human systems to find the root cause of the gap. Based on this, organizations move to intervention selection, choosing solutions such as training, technology upgrades, or policy changes. These are tested through feasibility analysis to confirm practicality, then move into design, development, and implementation. Finally, the process ends with evaluation and feedback, measuring results, and ensuring continuous improvement.

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The model also emphasizes Perception Analysis and Strategic Alignment with the Organizational Mission, Goals, and Objectives as essential starting points and guiding considerations throughout the entire process. Perception Analysis helps organizations identify issues such as productivity problems and customer dissatisfaction, while Strategic Alignment ensures that improvement efforts remain consistent with the broader organizational direction. The model incorporates Performance Analysis, which examines organizational systems, management practices, technical and physical systems, as well as human and social systems to pinpoint the root causes of performance gaps. Based on this analysis, the model moves to Intervention Selection, where appropriate solutions are determined, followed by Feasibility Analysis to assess the proposed interventions are realistic and sustainable in terms of cost, resources, and practicality. The next stage, Design, Development, and Implementation, translates the selected interventions into actionable programs and puts them into practice. Finally, the Evaluation and Feedback mechanism plays a critical role in continuously measuring outcomes, comparing them to desired performance, and ensuring that the cycle of performance improvement is ongoing and sustainable.

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The Performance Analysis Improvement Process begins with the organization’s mission, goals, and objectives, ensuring that all performance evaluations and improvement efforts are aligned with the overall strategic direction. Next, a strategic alignment check determines whether current performance aligns with the organization’s strategy. If alignment exists, deeper analysis proceeds; if not, the improvement process stops to prevent efforts from being wasted on areas that do not support organizational objectives.

The perception analysis phase identifies potential problems or opportunities by comparing desired performance with actual performance. Each performance gap indicates an area that requires intervention, whether related to productivity, quality improvement initiatives, or business opportunities. Once gaps are found, performance analysis investigates root causes across four aspects: organizational systems, management systems, physical and technical systems, and human and social systems.

In the intervention selection stage, the most appropriate solutions are chosen to address identified gaps. Before implementation, a feasibility analysis evaluates whether these interventions are realistic in terms of cost, time, and resources.

Finally, selected interventions are designed, developed, and implemented, followed by evaluation and feedback to measure their effectiveness. If performance gaps persist, the process can be repeated, forming a cyclical improvement system that continuously realigns organizational performance with strategic objectives.

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Performance improvement model serves as a path to analyse and improve human performance. Start with perception analysis where they research regarding company's perception regarding their current performance. It is based from the company's productivity problem, quality improvement initiative, business opportunity. Then, based on their actual performance, it is needed to find the gap to their design performance. Their strategic needs to be align from their organizational mission, goals, and objectives with the company desired vs their actual performance. Next, strategic alignment is used to look for agreement between perceived needs, goals, and behavior of an organization. It also needs to align with the organization's missions and goals. If it was found that it is not align and have the possibilities to cause sub-optimal results and even negative ones, then it is better to stop the performance-improvement initiative. After we decided to continue with the initiative, next we have to work on the performance analysis. Performance analysis is the process where we collect, analyze data and then determine a response. It is based on four elements, which are organizational systems, management systems, physical and technical systems, and human and social systems. Next is intervention selection to improve performance and feasibility analysis, to identify and assess the intervention's probability of success. If the intervention is most likely to cause success, then we can design, develop, and implement the performance-improvement initiative