NEW YORK CITY'S SUCCESSFUL EXPERIENCE WITH THIS TECHNIQUE FOR REDUCING OR ELIMINATING EMPLOYEE/UNION RESISTANCE TO NEW PROGRAMS THAT IMPROVE OVERALL PERFORMANCE INVOLVED A FOUR-PHASE PROGRAM - REDUCTION OF UNIT COSTS; IMPROVEMENT OF PERSONNEL RESOURCES DEPLOYMENT; IMPROVEMENT OF GOVERNMENT PROCESSING PROCEDURES THROUGH THE USE OF COMPUTERS; AND DEVELOPMENT OF NEW TECHNOLOGIES. PROBLEMS WITH BARGAINING OVER PRODUCTIVITY PROGRAMS WHICH SHOULD BE FORESEEN BY MANAGEMENT NEGOTIATORS INCLUDE ITS SUBJECTIVITY TO CHANGE THROUGH UNION NEGOTIATING INITIATIVES, THE POSSIBLE NEED TO MAKE PROGRAM ADJUSTMENTS, AND THE PROGRAMS'S SUBJECTIVITY TO THE GRIEVANCE PROCEDURE. KALAMAZOO, MICHIGAN, ALSO APPLIED THE PRINCIPLES OF PRODUCTIVITY BARGAINING TO THE IMPROVEMENT OF INDIVIDUAL EMPLOYERS BY NEGOTIATING AN ANNUAL FIREARMS QUALIFICATION POLICY FOR ALL POLICE OFFICERS. FOR PART ONE OF THIS ARTICLE, SEE NCJ-12963.