Canadian Culture and Trust

Abstract

Work is a social experience. Regular interaction with clients, co-workers, and supervisors is necessary in order to do our jobs effectively; however, the difference between a positive and a negative work experience may be the extent to which we trust those with whom we interact and the organizations in which we work. Georg Simmel (1950) described trust as 'one of the most powerful synthetic forces within society' (p. 318). He posited that trust facilitates social interactions by reducing the uncertainty embedded in how to proceed within those interactions. Niklas Luhmann (1979) stated that as a social tool, trust prevents possible chaos and fear of action. Trust is a key factor in outcomes regarding employee commitment and job satisfaction (Siddiqi & Kharshiing, 2015; Six & Sorge, 2008), which, in turn, predict the well-being and happiness of employees (Bowling, Eschleman, & Wang, 2010). Canadian workers are among the most highly satisfied and engaged in the world (CBC News, 2013). This, then, begs the question: are attitudes of trust affected by cultural characteristics? As Canadians, how do our cultural characteristics contribute to the extent to which we trust the people around us, the officials that govern us, and in particular, the organizations at which we work? To answer those questions, it is necessary to understand that the values and beliefs Canadians hold are unique products of Canada’s history, including its political, economic, and social systems. (PsycInfo Database Record (c) 2022 APA, all rights reserved)