In general, productivity is a ratio of results attained (outputs) to resources used (inputs). Productivity can be increased by obtaining greater output with less input. The process of productivity improvement requires (1) commitment and support from the top, (2) participation from all ranks, (3) policies directed toward productivity improvements, (4) identification of objectives, (5) analysis and evaluation, and (6) supportive action. Certain areas appear particularly susceptible to productivity improvement: operations involving large numbers of employees performing routine tasks, functions consuming a large number of man-hours, functions normally resulting in a backlog of work, and areas with high unit costs. Police productivity measurement is difficult, because police work deals mostly with services rather than products. It is possible, however, to use partial measures or to break activities down into segments which can be more precisely measured, so as to give police managers a better idea of their progress as well as their problems. Labor-management cooperation in productivity can be facilitated by labor-management committees. These present an alternative to formalized productivity bargaining. So as to reduce personnel resistance to efforts at productivity improvement, personnel should be helped to realize that improved productivity does not mean working harder but working differently so as to accomplish more with the same investment of energy and resources. Eighteen footnotes are listed.