CONFIDENCE TRACKING DEVICE OF THE EMPLOYEE (ML BASED)

Abstract

This study explored how personal and organizational values impact employee confidence in the workplace, with a focus on how shared values support trust-building. By drawing on theories linking individual motivations to organizational values, the research examined the role of values in shaping trust within corporate structures. A sample of 781 employees from various organizations completed the Organizational Values Profile Inventory, Personal Values Inventory, and Employee Trust Scale. Factor analysis confirmed the reliability of these assessments. Findings revealed that organizational values more strongly predicted employee confidence than personal values. Key influences included values like achievement, autonomy, employee welfare, authority, adherence to regulations, and community responsibility. Results indicate that employee confidence is closely linked to perceptions of an organization’s integrity, consistency, and stability. Thus, organizational values are crucial in fostering trust and resilience, highlighting their role as fundamental to a supportive, trust-driven workplace culture where ethical standards and reliability are prioritized.

Specification

Description:FIELD OF INVENTION
The field of invention is a pioneering Machine Learning-based confidence tracking device designed to analyze and enhance employee well-being and productivity. This innovation leverages real-time data analytics, detecting emotional and performance trends to provide actionable insights, support development, and cultivate a positive workplace atmosphere. It's a cutting-edge tool that empowers both employees and organizations toward optimized, morale-driven success.
BACKGROUND OF INVENTION
In today's competitive and dynamic work environments, employee confidence directly influences productivity, innovation, and organizational success. However, traditional methods of assessing employee morale and engagement rely on periodic surveys or subjective evaluations, often failing to provide an accurate or timely view of an individual's confidence levels. This lag in insight leaves organizations struggling to identify and support employees at crucial times, leading to decreased productivity, potential burnout, and reduced job satisfaction.
To bridge this gap, the concept of a Machine Learning-based confidence tracking device was conceived. This groundbreaking invention leverages advanced algorithms to analyze patterns in employee behavior and communication, interpreting subtle cues and micro-behaviors that reveal an individual's confidence trends. By processing data continuously, the device identifies moments when an employee's confidence is wavering, alerting managers to provide targeted support or resources in real time. This proactive approach enables organizations to create a supportive work environment that fosters resilience, innovation, and a sense of accomplishment among employees.
Furthermore, this device respects employee privacy by anonymizing data and focusing on overall confidence patterns rather than personal details, making it a responsible tool aligned with ethical standards. The invention represents a harmonious blend of human-centric technology and advanced analytics, helping to cultivate a workplace culture that prioritizes well-being while empowering individuals to reach their full potential. This sophisticated tool, therefore, stands as a valuable asset for forward-thinking organizations that seek to nurture both employee satisfaction and sustained performance.
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SUMMARY
The Confidence Tracking Device for employees, powered by Machine Learning, is a revolutionary tool designed to transform how organizations understand and enhance workforce morale. This sophisticated invention continually captures and interprets diverse data points, including patterns in employee interactions, task performance, and productivity signals, to discern fluctuations in confidence levels. Leveraging predictive algorithms, the device provides real-time insights into employee well-being and engagement, offering organizations an unparalleled opportunity to preemptively support their workforce and maintain a thriving work culture.
With its capability to detect subtle indicators of confidence shifts, the device enables managers to respond with targeted interventions, fostering a resilient, high-performing, and motivated team. Unlike traditional, periodic evaluations, this device empowers leaders with timely feedback on employee morale, bridging the gap between observation and action. The Machine Learning algorithms within the system learn continuously from anonymized and ethically handled data, refining their accuracy to respect privacy while providing a broad perspective on confidence trends.
This inventive device is designed to integrate seamlessly within an organization's existing systems, ensuring minimal disruption while delivering maximum impact. By proactively addressing dips in confidence, the device minimizes the risk of disengagement and burnout, creating a more responsive and empathetic workplace. In essence, this cutting-edge technology redefines employee support, turning insights into a strategic advantage and fostering an environment where individuals feel valued, confident, and empowered to excel. The Confidence Tracking Device thus stands as an essential asset for organizations dedicated to nurturing sustainable growth and productivity through human-centered innovation.
DETAILED DESCRIPTION OF INVENTION
Trust has become a focal topic among researchers over the past three decades. This interest spans multiple disciplines, including political science, anthropology, sociology, psychology, and economics. According to Novelli, Fischer, and Mazzon, trust is approached through a multidisciplinary lens, posing both theoretical and empirical challenges within the realm of organizational knowledge. The study of trust in organizational settings has seen a rise, with increased investigations due to the benefits trust brings to organizations and its recognized importance in economic and social life.
Kramer and others consider trust as a form of social capital in organizational environments, highlighting its constructive effects, such as lowering transactional costs within organizations, enhancing spontaneous sociability among employees, and fostering appropriate respect towards organizational authorities. Caetano and Sousa-Lima further assert that trust in organizations is essential for employee well-being and contributes to a competitive advantage.
Given the significance of trust in organizational contexts, understanding the dynamics between employees and their organizations is crucial. The person-organization relationship represents the intra-organizational perspective of trust, as described by Tzafrir and Dolan. However, studies specifically addressing trust within this perspective remain limited. Therefore, this study aimed to identify the impact of personal values, demographic variables, and organizational values on employee trust in the organization. Personal values, demographic factors, and organizational values reflect both micro and macro levels of analysis. Organizational values, significant elements of organizational culture, are examined as predictors of trust, while personal values indicate individuals' guiding priorities, shaping their behaviors and attitudes. The literature presents conflicting indicators regarding demographic variables, necessitating further research. Identifying the impact of these variables could reveal primary motivations for employees and organizations that may explain the foundation of trust.
Employee trust in organizations is a multi-level phenomenon that can be studied at the individual, group, or larger unit levels, such as organizations or between organizations. Investigating trust from the perspective of an individual towards their organization is valuable as it balances employee-employer relations, especially under new management models. As a concept with various levels of analysis and studied across disciplines, trust lacks a single, agreed-upon definition, leading to different approaches in measurement. Multiple definitions exist in the literature. Costa describes organizational trust as a relationship established with the formal system, based on laws, regulations, and practices that uphold the organization as a whole. Mayer, Davis, and Schoorman define trust as one party's willingness to be vulnerable to another's actions, based on the expectation that the other party will act in an important way for the trustee, regardless of the trustee's control or monitoring ability. This model is based on the dyad of the trusting individual and the trust recipient, highlighting characteristics of both parties. Trust propensity is viewed as a stable personality trait, while for the trust recipient, professional competence and trustworthiness-composed of ability, integrity, and benevolence-are emphasized. Schockley-Zalabak, Ellis, and Winograd define organizational trust as an individual's positive expectations regarding the intentions and actions of organization members, based on roles, relationships, experiences, and interdependencies. From a cognitive perspective, Oliveira defines employee trust in the organization as beliefs regarding ethical standards, communication credibility, the organization's economic power, and its capacity to recognize employee performance both financially and professionally.
Several conceptions of trust lead to different components identified in the literature: competence, skill, responsibility, respect, integrity, promise-keeping and consistency, openness and availability, benevolence and concern for others, honesty, ethical standards, and limited opportunism, among others. These indicators reflect the construct's multidimensionality, with researchers using specific definitions tailored to their fields and publications. Despite its complexity, trust continues to be linked to organizational performance and competitive advantage, as well as to factors such as biographical variables like gender, organization type, and position level, organizational management, organizational commitment, organizational citizenship, job satisfaction, resilience, well-being at work, justice and organizational support, social capital, organizational image, employee trust levels, perceptions of organizational support as predictors of trust, the impact of trust on employee decision-making styles, and trust in management and organizational commitment as predictors of organizational citizenship behaviors. No studies were found to jointly investigate personal and organizational values in relation to trust. For this research, personal values, organizational values, and demographic variables as predictors of trust present an unprecedented model.
The role of personal values in establishing trust remains undefined. In the literature, Armstrong and Yee investigated determinants of trust between Chinese buyers and Malaysian sellers, finding that self-direction values negatively influenced buyer trust, while benevolence values had a positive effect. Fard, Zahed-Babelab, and Sattari also suggest that trust, formed through social interaction, is influenced by values, culture, and organization. Additionally, work duration and gender effects on trust yield inconclusive results. To identify the best predictors of belief in organizational trustworthiness, these variables were positioned as antecedent variables in the proposed model.
The study of values holds a central position across many social sciences, as researchers attribute to values the capacity to influence emotional and behavioral responses. Schwartz describes values as fundamental principles organized hierarchically, tied to desirable states of existence or behaviors that guide people's lives, reflecting individual, collective, or mixed interests. According to Schwartz and Bilsky, values express the motivational goals of individuals, and, through cross-cultural studies, they identified ten motivational types of values (MTVs): power, achievement, hedonism, stimulation, self-direction, universalism, benevolence, tradition, conformity, and security.
Schwartz's model is based on the dynamics of congruence and conflict among these motivational types, where the closeness of types indicates similarity, while distance signals opposing motivations. From these relationships, two bipolar dimensions emerge: the first contrasts values of openness to change (self-direction and stimulation) with values of conservation (security, tradition, and conformity), while the second opposes self-transcendence values (universalism and benevolence) to self-enhancement values (power and achievement); hedonism can relate to either openness or self-enhancement. The poles of these dimensions represent higher-order values.
Tamayo postulated a motivational isomorphism between personal and organizational values, describing two distinct sets of values that convey similar motivations for both workers and organizations. Thus, basic individual motivations, such as self-direction, stimulation, hedonism, achievement, power, security, conformity, benevolence, and universalism, find their counterparts in organizations as collective goals. This study relies on Schwartz's value theory, as both personal and organizational value measures used align with its motivational model, providing theoretical consistency.
Organizational values are defined as the core beliefs of an organization, shaping its philosophy for achieving success and providing a shared direction for employees. Tamayo and Gondim describe these as hierarchically organized principles or beliefs related to structures or desirable behavior models that guide organizational life and serve individual, collective, or mixed interests. Importantly, this conception is grounded in employees' perceptions of values, which may differ from the values formally endorsed by the organization. Understanding these perceived values is crucial, as they can significantly influence attitudes and behaviors.
In national literature, research on personal and organizational values has grown, examining topics such as the impact of organizational values and employee trust on well-being, congruence between personal and organizational values in relation to workplace quality of life, and the effect of values on organizational commitment. Other studies have addressed values in organizational management styles, priorities of authentic leaders, the influence of organizational values on bank branch performance, links between organizational values and occupational stress, and how values shape perceptions of workplace creativity facilitators and barriers. Internationally, research often explores organizational culture using distinct typologies and classifications of values, with notable studies on the mediating role of trust in the acceptance of technology models and personal values like environmental awareness and time-consciousness.
The studies on value congruence-especially between personal and organizational values-have seen contributions from researchers such as Bilsky and Jehn, along with Borg, Groenen, Jehn, Bilsky, and Schwartz, whose promising work may contribute further to understanding trust in organizational contexts.
Methodology
A sample of 822 employees, 55% of whom were male, participated in the study. The participants' educational levels ranged from incomplete primary school to postgraduate studies, with an average age of 28.6 years (SD = 9.3) and an average work tenure of 5.6 years (SD = 7.2). More than half of the workers were employed in private organizations (64%).
The data collection utilized the following instruments:
• Organizational Values Profile Inventory (IPVO): This tool, developed by Oliveira & Tamayo, includes factors such as Achievement, Conformity, Power, Tradition, Employee Well-being, Autonomy, Organizational Prestige, and Concern for Collectivity. The reliability indices (Cronbach's Alpha) ranged from 0.75 to 0.87. Items were rated on a six-point scale, where 0 = not at all like my organization, and 5 = very much like my organization.
• Employee Trust in the Organization Scale (ECEO): Developed by Oliveira & Tamayo, this scale assesses factors including Ethical Standards, Organizational Financial Stability, Financial Recognition of Employees, Termination Policies, and Employee Growth Promotion. The reliability of the factors (Cronbach's Alpha) ranged from 0.79 to 0.93. Items were rated on a five-point Likert scale, from "strongly disagree" (1) to "strongly agree" (5).
• Schwartz Value Inventory (IVS): This tool includes ten motivational types of values: Power, Achievement, Hedonism, Stimulation, Self-Direction, Universalism, Benevolence, Tradition, Conformity, and Security. Values were rated on a scale of importance from 1 (opposing personal guiding principles) to 7 (of supreme importance as a guiding life principle).
The sample was described by gender, age, education level, work tenure, and type of company (public or private). The data were analyzed using SPSS software (version 19). A preliminary data analysis identified four univariate extreme cases using Z-scores and 37 multivariate extreme cases detected through Mahalanobis distance (c² = 149.449; df = 100; p < 0.001), which were then excluded. The final sample consisted of 781 participants. Missing data were replaced by the mean of the items after removing the extreme cases. Missing response percentages were below 5%, so no further exclusions were needed (Tabachnick & Fidell, 2001).
The normality of the score distributions was verified using kurtosis and skewness indices. The variables showed a near-normal distribution, with values between 1.0 and 2.0, which were considered acceptable according to Miles and Shevlin (2001). Multicollinearity was tested using the condition index, with values over 30 being a concern according to Hair et al. (2005). None of the condition indices exceeded this threshold, and variance inflation factors (VIF) did not exceed 10, indicating that multicollinearity did not affect the dataset.
For the factor structure analysis of IPVO, ECEO, and IVS, principal component analysis was conducted, followed by factor analysis using the principal axis factoring method with oblique rotation, considering factors with loadings greater than 0.40. Cronbach's Alpha was calculated to verify the internal consistency of the instruments.
ECEO Analysis
Principal component analysis of the ECEO revealed good factorability indicators (KMO = 0.961; Bartlett's test of sphericity was significant at the 0.01 level). Four factors were identified, explaining 50.6% of the variance:
• F1 - Trust in Ethical Standards (10 items, Alpha = 0.89): Focuses on organizational principles such as honesty, commitment, respect, and transparency in information disclosure.
• F2 - Trust in Organizational Financial Stability (11 items, Alpha = 0.90): Addresses the financial stability of the organization, reflected in its ability to meet obligations to employees and maintain future prospects despite crises.
• F3 - Trust in Financial Recognition and Employee Growth (7 items, Alpha = 0.86): Refers to organizational support for employee growth and financial recognition of their efforts.
• F4 - Employee Termination Policies (7 items, Alpha = 0.81): Relates to organizational policies on employee termination, whether based on objective criteria or personal judgment.
IPVO Analysis
For the IPVO, principal component analysis revealed a KMO of 0.95, with seven factors explaining 58.28% of the variance:
• F1 - Achievement/Autonomy (11 items, Alpha = 0.92): Focuses on the value the organization places on planning, collective and individual competence, and the continuous improvement of employees, products, and services.
• F2 - Power (5 items, Alpha = 0.79): Relates to the pursuit of power, status, and control over people and resources.
• F3 - Tradition (5 items, Alpha = 0.70): Reflects the organization's focus on preserving customs and traditional practices.
• F4 - Employee Well-being (6 items, Alpha = 0.87): Focuses on the organization's efforts to ensure employee satisfaction and well-being.
• F5 - Prestige (5 items, Alpha = 0.81): Refers to the organization's goal of gaining respect and admiration from society for its product and service quality.
• F6 - Conformity (4 items, Alpha = 0.66): Refers to the organization's focus on respect for rules and behavior models.
• F7 - Concern for Collectivity (10 items, Alpha = 0.89): Reflects the organization's value on equality, justice, loyalty, and honesty in its practices.
IVS Analysis
The IVS principal component analysis showed good factorability (KMO = 0.944; Bartlett's test of sphericity was significant at the 0.01 level). Two factors were identified, explaining 29.91% of the variance:
• F1 - Personal Values with a Focus on Social Outcomes (Universalism, Benevolence, Conformity, Security, Tradition, Self-Direction).
• F2 - Personal Values with a Focus on Personal Outcomes (Power, Achievement, Hedonism, Stimulation).
The study's results showed that not all ten motivational types of values were confirmed, but the theoretical framework was still represented, with the values organized into two main factors: Social and Personal Outcome-focused Values.


Regression Analysis
Multiple sequential regression analyses were performed with the following criteria variables: Ethical Standards, Organizational Stability, Employee Termination Policies, and Financial Recognition/Employee Growth. The models included demographic variables (gender, age, work tenure, company type, education), personal values (focused on social and personal outcomes), and organizational values.
The partial correlations between the criterion variables and personal values, focusing on social and personal outcomes, were low and significant (0.075 to 0.155; p < 0.05). In contrast, the correlation coefficients between organizational values and criterion variables were moderate and significant, with the exception of Concern for Collectivity and Confidence in Ethical Standards (r = 0.709).
The regression for Confidence in the Organization's Economic Stability showed that demographic variables contributed 9.1% (R² = 0.091, p < 0.001, F(5,775) = 15.566, p < 0.001). Age and tenure in the organization had a direct relationship with this criterion variable. In the second block, personal values focusing on personal outcomes (Power, Achievement, Stimulation, and Hedonism) made a significant contribution (β = 0.087, p < 0.025) along with age, tenure, and company type (R² = 0.015, p < 0.002, F(2,773) = 6.539). However, with the inclusion of organizational values, there was a considerable increase in the model's explanatory power (R² = 0.388, p < 0.001, F(7,766) = 83.823). The variables together explained 49.4% of the variance (adjusted R² = 0.485, p < 0.001), as shown in Table 1. Organizational values such as Domain, Prestige, and Collectivity explained the Confidence in the Economic Stability of the Organization, indicating their importance in relation to trust. Oliveira (2004) had already found a similar result when personal values were less relevant, showing lower beta values compared to organizational values.
Table 1. Regression of Demographic, Personal, and Organizational Values on Confidence in the Organization's Economic Stability

Notes:
• Gender: 1 = Male; 2 = Female
• Education: 1 = High school; 2 = Higher education and postgraduate
• Company type: 1 = Private; 2 = Public
• Age and tenure: continuous variables
• V.O: Organizational values
Table 2. Regression of Demographic, Personal, and Organizational Values on Confidence in Financial Recognition and Employee Growth Promotion


Notes:
• Gender: 1 = Male; 2 = Female
• Education: 1 = High school; 2 = Higher education and postgraduate
• Company type: 1 = Private; 2 = Public
• Age and tenure: continuous variables
• V.O: Organizational values
Table 3. Regression of Demographic, Personal, and Organizational Values on Confidence in Ethical Standards

Notes:
• Gender: 1 = Male; 2 = Female
• Education: 1 = High school; 2 = Higher education and postgraduate
• Company type: 1 = Private; 2 = Public
• Age and tenure: continuous variables
• V.O: Organizational values
Lastly, the regression for Norms Regarding Employee Dismissals (Table 4) confirmed the weak contribution of demographic and personal variables, explaining 4.8% and 0.9% of the variance (p < 0.001, p < 0.028), respectively. Organizational values explained 33.1% of the variance (F(7,766) = 59.266, p < 0.001), with significant predictors including Achievement/Autonomy, Conformity, and Collectivity (inverse relationship), and Domain (direct relationship). Competitive goals, market dominance, and profits (Domain value) were perceived by employees as linked to the possibility of arbitrary dismissals. On the other hand, higher perceptions of Achievement/Autonomy, Conformity, and ethical conduct in the organization were associated with a reduced perception of undefined dismissal standards. Furthermore, longer tenure in the organization was associated with lower belief in arbitrary dismissals. In public organizations, the results suggest that dismissals are perceived as based on established criteria.
The investigation of trust within organizations has led researchers to seek answers regarding its antecedents, given the central role of this variable in explaining behaviors and attitudes in organizational settings. This study aimed to assess the predictive power of demographic variables, personal values, organizational values, and employee trust in the organization. It was found that the predictive power of personal values and demographic variables was weaker compared to organizational values. These results suggest that employee trust seems to be based on an evaluation of the organizational system. In a study of teachers' values and stress, it was argued that the organizational context, as assessed through organizational values, was a more relevant predictor than demographic variables. Moreover, organizational values strongly represent the organization's culture, reflecting its philosophy. Therefore, organizational values, as a macroscopic variable, could be perceived as more significant in explaining trust. This aligns with an analysis that highlights the predictive strength of macrovariables over microvariables.
The study revealed that certain organizational values dominated the explanation of key variables. For trust in ethical standards, values such as collectivity and prestige were emphasized, while for financial recognition and employee growth promotion, values like achievement/autonomy, employee well-being, and domain were most significant. In terms of organizational solidity, values like domain, prestige, and a focus on collective concerns were prominent. Lastly, norms related to employee dismissal were predicted by organizational values such as achievement/autonomy, domain, conformity, and collectivity.
Based on these results, it can be inferred that the value priorities of organizations likely influence employee trust in a complex manner. High trust in the organization appears to be linked to the perception of certain organizational values, while others may be seen as less important. Achieving full trust in the organization is a challenging connection to establish. For instance, if autonomy is a predominant value, employees may trust that there will be professional growth opportunities. However, for trust to become a solid bond, other values must also be cultivated by the organization. Trust is fragile, with cognitive factors contributing to an asymmetrical relationship between the processes that build and destroy trust. Thus, if a critical value is not prioritized by the organization, it could negatively impact the development of trust, even if other important values are practiced.
Demographic variables such as tenure and organizational type (public vs. private) showed different relationships with the key variables. The nature of the organization-public or private-likely influences the development of trust, depending on people management policies. Additionally, length of tenure may contribute to the belief in the organization's reliability, fostering positive expectations. Regarding age, it is possible to draw an analogy with personal values, as life events and stages define the opportunities, restrictions, and coping resources individuals face. Thus, life stages and expectations could influence an employee's belief in the trustworthiness of the organization.
As for gender, the literature presents mixed views on its influence on personal values. It is understood that cultural, social, and contextual factors shape individuals' value priorities, and applying this argument to the trust relationship appears relevant. However, the data is inconclusive, pointing to the need for further studies.
The results of this study should be interpreted with caution due to the use of a convenience sample. Regarding the instruments used, their psychometric qualities were considered adequate. Future research could include variables like organizational citizenship behavior, creativity, and turnover intention to investigate the consequences of trust. Concerning antecedents, organizational support perception has empirical backing, but other variables, such as perceptions of organizational justice and psychological capital (a recent construct gaining attention in international literature), could also be explored. , Claims:1. Confidence Tracking device of the employee (ML Based) claims that harnesses the power of machine learning to anticipate and analyze employee confidence levels in real-time, enabling proactive engagement strategies.
2. Provides leaders with unprecedented insights into the morale and motivation of their workforce, paving the way for a culture of continuous improvement.
3. Delivers exact, data-driven metrics on employee confidence, surpassing traditional methods with unmatched accuracy and granularity.
4. Establishes a dynamic feedback ecosystem that captures subtle changes in employee confidence, allowing organizations to act with agility and foresight.
5. Predicts trends in employee satisfaction and confidence to reduce turnover, fostering long-term loyalty and organizational stability.
6. Customizes support and developmental programs based on individual confidence profiles, driving personal and professional growth.
7. Bolsters an adaptive and resilient workforce by identifying confidence dips early, ensuring a proactive approach to workplace well-being.
8. Builds trust and transparency by offering employees regular, objective feedback on their performance and confidence trajectory.
9. Empowers data-informed decisions at all organizational levels, leveraging confidence metrics for strategic workforce management and planning.
10. Redefines the employee experience through intelligent confidence tracking, establishing an environment where every employee feels valued, motivated, and empowered.

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