India’s largest automobile manufacturer, Maruti Suzuki India Ltd, has achieved excellence in product innovation, production systems, customer services and satisfaction, and has a hold of over half the Indian auto market. It is also a company which is known for making many changes over the years to face competition and for using HRM strategies extensively. Yet the company does not appear to have been able to develop a mature relationship with its employee unions, and has been repeatedly facing confrontation with employee representatives. This could be an indication of ineptitude on the part of a multinational in understanding employee rights and aspirations in the host country, or a deliberate strategy to control unions despite facing small periodic losses.