Reviews of the literature show that goal-setting theory is among the most scientifically valid and useful theories in organizational science (Locke & Latham, 2013). On average, goal setting leads to a 10% improvement in productivity, and it works best with tasks of low complexity (Schmidt, 2013; Wood, Mento, & Locke, 1987). When tasks are complex, participation in goal setting seems to enhance goal acceptance, particularly when employees are presented with a goal that they reject initially because it appears to be unreasonable or too difficult (Erez, Earley, & Hulin, 1985; Erez & Zidon, 1984). However, when tasks are simple, assigned goals may enhance goal acceptance, task performance, and intrinsic motivation (Shalley, Oldham, & Porac, 1987). When given a choice, employees tend to choose more difficult goals if their previous goals were easy to attain and to choose easier goals if their previous goals were difficult to attain. Thus, past experience with goal setting affects the level of goals employees choose in the future (Locke, Frederick, Buckner, & Bobko, 1984).