South Africa’s employers have received a mixed report card, with slightly less than half of all survey respondents of the Kelly Global Workforce Index (KGWI) saying bosses have done a good job in preparing them for future success.

The KGWI contains the views of about 97 000 people in 30 countries, including the opinions of more than 1 000 South Africans, owing to the collaboration of JSE-listed employment services provider Kelly Group, which signed a global partnering agreement in June last year.

“Asked to rate their bosses, South Africa‚s employees have delivered a passing grade for their performance, with a score of 6.8 out of 10,” the Kelly Group said in a statement on Wednesday.

Some 49% of respondents said their bosses have done a good job in preparing them for future success. A total of 35% said they have not been well prepared, and 16% were uncertain.

Around two-thirds of all those surveyed would be willing to recommend their current employer to a friend or acquaintance.

“Employees’ views of an organisation carry a lot of credibility and send a clear signal about how people are managed and the best places to work. They have a significant impact on the ability of a business to attract and retain talent,” Kelly Group sales and marketing director Tracey Czakan said.

Results of the survey in South Africa pointed to both generation Y (aged between 18 and 29) and generation X (aged between 30 and 47) agreeing that generation X make the best leaders, but baby boomers (aged 48 and 65) believing that their own generation are the superior business managers.

The most important quality in a good boss is leadership style, according to 39%, ahead of communication style (23%), and vision and clear direction (19%).

More than half of respondents (52%) described their organisation’s leadership culture as either “empowering” or “inclusive”, while a total of 30% described it as “authoritative” or “oppressive.”

Slightly less than half (49%) said that their efforts at work are recognised and rewarded. Among those respondents who said they felt rewarded and recognised for their work, 59% said this takes the form of being “noticed” by management, while 28% received bonuses or incentives, and 11% were acknowledged through formal programmes.

“Employers are under intense scrutiny from a range of stakeholders, and employees are increasingly making judgements about their effectiveness, and how they rate as desirable places to work,” said Czakan.