SMART Work Enables Mastery

The second letter in the SMART work framework stands for Mastery. This refers to the degree to which your job provides role clarity, feedback and task identity. 

Role clarity describes the degree to which you clear understands what you need to do and what is expected of you. Feedback refers to the degree to which your job provides information on your performance in the role, Finally, task identity is the degree to which your job allows you to take a task from beginning to end. 

When people feel a sense of mastery from their work, there are a number of benefits.


Qualities of Work With a High Degree of Mastery

Work that enables mastery is work in which:

  • you are clear on what to do and why

  • you receive feedback and recognition from supervisors and peers in addition to feedback on performance from the job itself

  • you can complete a whole piece of work with identifiable outcomes

Even though you feel tired, you get emails and stars to tell you thanks.

Regular appraisals help you to improve or to give you feedback if you did well.

- Aged Care Worker.

Qualities of Jobs With a Low Degree of Mastery

In contrast, jobs with a low degree of mastery involve:

  • excessive ambiguity about your role and responsibilities

  • irregular or no feedback including a lack of recognition for good performance

  • working on fragmented 'bits' of a process allowing no big picture perspective

“It’s challenging to accept that your staff are not going to tell you when you’ve done something well. You’re a business owner – you don’t get feedback”

- Café owner.

What Are the Risks of Low Mastery Jobs?

The research is clear when it comes to work that doesn’t support mastery.

For individuals, it can lead to job stress, poor well-being, job dissatisfaction, turnover, and even a failure to learn [1] [2].

For organisations, it can mean impaired performance, inefficiency, and a lack of agility [3] [4].  While this is important to note, encouragingly, there are things that you can do to increase your own, or your teams, sense of mastery and improve the overall experience at work.

'Mastery' in Action


[1]  Abramis, D. J. (1994). Work role ambiguity, job satisfaction, and job performance: Meta-analyses and review. Psychological reports, 75(3_suppl), 1411-1433.

[2]  Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of management journal, 34(3), 555-590.

[3]  Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. Journal of applied psychology, 92(5), 1332.

[4]  Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65, 661-691.

[5] Schmidt, S., et al. (2014). "Uncertainty in the workplace: Examining role ambiguity and role conflict, and their link to depression—a meta-analysis." European Journal of Work and Organizational Psychology 23(1): 91-106.

The Centre for Transformative Work Design is a Research Centre where passionate organisational psychology researchers and professionals are working together to transform work.

We conduct high quality, independent and innovative research to understand the role of work design in generating healthy and productive work. Alongside this, we work with managers, employees and policy makers to create healthier lives, unlock human capability and support a skilled economy.

Contact Us


Centre for Transformative Work Design

Future of Work Institute

Curtin Graduate School of Business 

78 Murray Street, Perth WA 6000

Telephone: +61 8 9266 4668


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