Maximizing Organizational Effectiveness: The Role of Human Resource Management

This document appears to be an introduction to Human Resource Management (HRM), which is concerned with the people dimension in management. HRM involves acquiring, developing, motivating, and retaining employees to achieve individual, organizational, and social objectives. HRM is a management function that helps managers recruit, select, train, and develop members of the organization. The significance of HRM lies in its role in employee satisfaction, improving performance and productivity, and contributing to the organization's success. The objectives of HRM include helping employees set goals, motivating high-performing employees, counseling underperforming employees, supporting raises and promotions, and planning for new hires. Is there anything specific you would like me to summarize further?

INTRODUCTION
Human Resource Management is concerned with the people dimension in management since
every organization is made up of people acquiring their services developing their skills
motivating them to achieve a higher level of performance & ensuring that they continue their
commitment to the organization & which is essential in achieving an organizational objective.
This is true regardless of the type of organization, Government, education, health, recreation,
or social action. H.R.M. is planning, organizing, Directing, Controlling, developing,
compensation, integration, maintenance & separating HR to the end that individual &
organizational & social objectives are accomplished. Thus H.R.M refers to a set program,
function & activities designed & carried out in order to maximize both employee as well as
organizational effectiveness.
Meaning:
Human resource management is a management function that helps the manager to recruit
select, train, and develop members of the organization Because human force acts as the heart
of an organization without human organization cannot achieve its predetermined goals. In
fact, H.R.M. is a management function concerned with hiring and motivating & maintaining
people in the organization.
Definition:
“H.R.M is a series of integrated decisions that form of employment relation the quality
contributes to the organization while employees to achieve their objectives.”
Significance:
H.R.M. plays a crucial role in employee satisfaction, improving performance and
productivity. This helps in the organization’s competitive advantage, and it contributes to the
organization’s success. Every organization starts with a vision that their business, the priority
is to hire a competent workforce means the right person in the right place and the right time.

Objective
Human Resource Management helps a company to achieve its objective from time to time by
creating a positive attitude among workers. Reducing wastage and making maximum use of
resources etc.
Facilitates professional growth
Due to proper Human Resource policies employees are trained well and this makes them
ready for future promotions. Their talent can be utilized not only in the company in which
they are currently working but also in other companies which the employees may join in the
future.

Better relations between union and management
Healthy Human Resource Management practices can help the organization to maintain co-
ordinal relationship with the unions. Union members start realizing that the company is also
interested in the workers and will not go against them therefore chances of going on strike are
greatly reduced.
Helps an individual to work in a team/group
Effective Human Resource practices teach individuals team work and adjustment. The
individuals are now very comfortable while working in team thus team work improves.
Identifies person for the future
Since employees are constantly trained, they are ready to meet the job requirements. The
company is also able to identify potential employees who can be promoted in the future for
the top-level jobs. Thus, one of the advantages of HRM is preparing people for the future.
Allocating the jobs to the right person
If proper recruitment and selection methods are followed, the company will be able to select
the right people for the right job. When this happens the number of people leaving the job
will reduce as the will be satisfied with their job leading to decrease in labour turnover.
Improves the economy
Effective Human Resource practices lead to higher profits and better performance by
companies due to this the company achieves a chance to enter -into new business and start
new ventured thus industrial development increases and the economy improves.

OBJECTIVES OF THE STUDY
 Help employees set goals
 Motivate high-performing employees
 Counsel underperforming employees
 Support for raises and promotions
 Plan for new hires
 Improve organizational performance
 Determine overall training needs
 Create a paper trail

NEED FOR THE STUDY
Organizations use performance appraisals to learn more about their employees. These
reviews allow for supervisors to discover what each employee's strengths and weaknesses are
so they know how to best use them in their organization and improve their future
performances.

SCOPE OF THE STUDY
It is an ongoing process of obtaining, researching, analysing, and recording information about
the worth of an employee. The main objective of performance appraisals is to measure and
improve the performance of employees and increase their future potential and value to the
company.

METHODLOGY
Every research work is based on certain methodology, which is a way to systematically solve
the problem or attain its objectives. It is a very important guideline and lead to completion of
any project work through observation, data collection and data analysis. Selection of sample
size: In order to take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of reasonable strength of the Company has been taken in order to
arrive at the present practices of training in the Company. Accordingly, have been selected 20
employees for survey at random from all the departments of the organization and feedback
forms (questionnaire) have been obtained.
Sampling technique used
The technique of Random Sampling has been used in the analysis of the data. Random
sampling from a finite population refers to that method of sample selection, which gives each
possible sample combination an equal probability of being picked up and each item in the
entire population to have an equal chance of being included in the sample. This sampling is
without replacement, i.e., once an item is selected for the sample, it cannot appear in the
sample again.
Data collection
To determine the appropriate data for research mainly two kinds of data was collected namely
primary & secondary data. Statistical tools used: The main statistical tools used for the
collection and analyses of data in this study are:
➢ Pie charts
➢ Table

LIMITATIONS OF THE STUDY
 Bias of Appraiser
 Ambiguity in Standards
 Insufficient Evidence
 Several Qualities Remain Without Appraisal
 Leniency or Strictness Tenancy
 Average Rating Problem
 Influence of Man’s Job
 Similarity Error

INDUSTRY PROFILE
The Indian automobile industry has historically been a good indicator of how well the
economy is doing, as the automobile sector plays a key role in both macroeconomic
expansion and technological advancement. The two-wheelers segment dominates the market
in terms of volume, owing to a growing middle class and a huge percentage of India’s
population is young. Moreover, the growing interest of companies in exploring the rural
markets further aided the growth of the sector. The rising logistics and passenger
transportation industries are driving up demand for commercial vehicles. Future market
growth is anticipated to be fuelled by new trends including the electrification of vehicles,
particularly three-wheelers and small passenger automobiles.
India enjoys a strong position in the global heavy vehicles market as it is the largest tractor
producer, second-largest bus manufacturer, and third-largest heavy truck manufacturer in the
world. India’s annual production of automobiles in FY22 was 22.93 million vehicles.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. In addition, several initiatives by the Government of India such as the Automotive
Mission Plan 2026, scrappage policy, and production-linked incentive scheme in the Indian

market are expected to make India one of the global leaders in the two-wheeler and four-
wheeler market by 2022.
Market size:
The Indian passenger car market was valued at US$ 32.70 billion in 2021, and it is expected
to reach a value of US$ 54.84 billion by 2027 while registering a CAGR of over 9% between
2022-27.
The electric vehicle (EV) market is estimated to reach Rs. 50,000 crore (US$ 7.09 billion) in
India by 2025. A study by CEEW Centre for Energy Finance recognised a US$ 206 billion
opportunity for electric vehicles in India by 2030. This will necessitate a US$ 180 billion
investment in vehicle manufacturing and charging infrastructure.
According to NITI Aayog and the Rocky Mountain Institute (RMI), India's EV finance
industry is likely to reach Rs. 3.7 lakh crore (US$ 50 billion) by 2030. A report by the India
Energy Storage Alliance estimated that the EV market in India is likely to increase at a
CAGR of 36% until 2026. In addition, the projection for the EV battery market is expected to
expand at a CAGR of 30% during the same period.
Indian automotive industry is targeting to increase the export of vehicles by five times during
2016-26. In FY22, total automobile exports from India stood at 5,617,246.
Automobile Clusters:

Mumbai-Pune-Nashik-Aurangabad
Chennai-Bengaluru-Hosur
Delhi-Gurgaon-Faridabad
Kolkata-Jamshedpur
Sanand-Hanaper-Pithampur
Agriculture India
Industry Contacts
Automotive Component Manufacturers of India (ACMA)
Society of Indian Automobile Manufacturers (SIAM)
Automotive Research Association of India (ARAI)
Automobile Association of Southern India (AASI)
Road ahead:
The automobile industry is dependent on various factors such as the availability of skilled
labour at low cost, robust R&D centres, and low-cost steel production. The industry also
provides great investment opportunities and direct and indirect employment to skilled and
unskilled labour. The electric vehicles industry is likely to create five crore jobs by 2030.
In August 2022, the Indian government launched India’s first double-decker
electric bus in Mumbai. Looking long term, the government feels it is necessary to overhaul

the country’s transportation system. It is working to create an integrated electric vehicle (EV)
mobility ecosystem with a low carbon footprint and high passenger density with an emphasis
on urban transportation reform. The government's strategy and policies are intended to
promote greater adoption of electric vehicles in response to growing customer demand for
cleaner transportation options.
The Government of India expects the automobile sector to attract US$ 8-10 billion
in local and foreign investments by 2023. India could be a leader in shared mobility by 2030,
providing opportunities for electric and autonomous vehicles.
COMPANY PROFILE
Maruti Suzuki India Limited (formerly Maruti Udyog Limited) is the Indian subsidiary
of Japanese automaker Suzuki Motor Corporation. As of September 2022, the company had a
leading market share of 42 percent in the Indian passenger car market. The company is
known for making highly reliable, low-maintenance cars for the Indian market.
Mission:
To make every journey an experience and every experience a memory, Maruti Suzuki puts
people at the centre of everything it does.
Vision:

To be recognized as a leading organization that values Customers' needs and provides
motoring solutions with strong customer care.
Motto:
'Count on Us' to 'Way of Life'.
Objective:
Production of fuel-efficient vehicles to conserve scarce resources.
History
Maruti Udyog Limited was founded as a joint venture in February 1981 by
the Government of India with Suzuki Motor Corporation as a minor partner. In 2003,
the Government of India sold most of its stake to Suzuki Motor Corporation and later,
completely exited the company in 2007. The first manufacturing factory of Maruti was
established Gurugram, Haryana, India in 1982.
In 1982, a license and joint venture agreement (JVA) was signed between
Maruti Udyog Ltd., and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer of
cars. In India's closed market, Maruti received the right to import 2 fully built-up Suzuki in
the first two years, with the early goal to use only 33% indigenous parts. This upset the local
manufacturers considerably. There were some concerns that the Indian market was too small
to absorb the comparatively large production planned by Maruti Suzuki, with the government
even considering adjusting the petrol tax and lowering the excise duty in order to boost
sales. Local production commenced in December 1983 with the introduction based Maruti
800 In 1984, the Maruti Van with the same three-cylinder engine as the 800 was released and
the installed capacity of the plant in Gurgaon reached 40,000 units.
In 1985, the Suzuki SJ410 -based Gypsy a 970 cc 4WD off-road vehicle, was
launched. In 1986, the original 800 was replaced by an all-new model of the 796-cc
hatchback Suzuki Alto (SS80), and the 100,000th vehicle was produced by the company. In
1987, the company started exporting to western markets, when a lot of 500 cars were sent to
Hungary. By 1988, the capacity of the Gurgaon plant was increased to 100,000 units per
annum.

Market liberalisation
In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was India's
first contemporary sedan. By 1991, 65 percent of the components, for all vehicles produced,
were indigenized. After the liberalization of Indian economy in 1991, Suzuki increased its
stake in Maruti to 50 percent, making the company a 50-50 joint venture with the government
of India as the other stakeholder.
On 18 July 2012, Maruti's Manesar plant was hit by violence. According to
Maruti management, the production workers attacked supervisors and started a fire that killed
company's General Manager of Human Resources Avinash Dev and injured 100 other
managers, including two Japanese expatriates. The workers also allegedly injured nine
policemen. However, Maruti Suzuki Workers Union (MSWU) President Sam Maher alleged
that management ordered 300 hired security guards to attack the workforce during the
violence. The incident is the worst-ever for Suzuki since the company began operations in
India in 1983.
Automotive safety
Maruti Suzuki's has been criticized for compromising safety in their products by
automotive enthusiasts, journalists, and the Global NCAP, as they are made lighter in terms
of kerb weight to achieving higher fuel economy. Starting 2014, several of their made for

India cars were crash tested at Global NCAP, most of which have given disappointing results.
Cars like Alto, Swift, Celerio, S-Press (with driver's airbag), and Eeco which had no safety
features like airbags were awarded 0 stars, while Wagon-R and Swift (2018 model year)
which had dual front airbags were awarded 2 stars out of 5. Only the Vitara, Breeza (4 stars)
and Artigas (3 stars) have been awarded decent safety ratings. Though Maruti Suzuki claimed
that they were following the safety standards mandated by the Government of India, it
however only implied with the safety features included in their cars and not the strong body
shell or build quality which suffers the impact of the crash. Maruti Suzuki has also come
under fire for discrimination with customers in India, by making cars safe meant for exports
to European and African markets.
The chairman, RC Bhargava stated that "If carmakers incorporate such features in
even entry-level cars, obviously the price would go up, which would lead consumers to opt
for two-wheelers, which would be more unsafe", which attracted criticism. The company, in
February 2020, decided not to send their cars to Global NCAP for testing, as they only
believe in the Safety Standards set by the Government of India. Following the crash test
results of S-Press, Alejandro Furs, Secretary General of Global NCAP said, “It is very
disappointing that Maruti Suzuki.
Anti- competitive dealer policies
In Aug 2021, Maruti Suzuki was fined 200 Crore rupees (US$28.57 million) by
CCI Control Policy that restrains dealers from offering customer discounts beyond those
prescribed by the carmaker

Awards and Recognition
The Brand Trust Report published by Trust Research Advisory, a brand analytics company,
has ranked Maruti Suzuki in the thirty seventh position in 2013 and ninth position in 2019
among the most trusted brands of India.
SWOT ANALYSIS:
The SWOT analysis provides the information that is helpful in matching the firm’s resources
and capabilities to the competitive environment in which it operates. As such, it is
instrumental in strategy formulation and selection.
A scan of the internal and external environment is an important part if the strategic planning
process environmental factors internal to the firm usually can be classified as strengths and
weakness and those external to the firm can be classified as opportunities and threats such as
analysis of the strategic environment is referred to SWOT analysis.
Strengths:

 Brand value
 Market share
 Cost optimization
 Strong product Portfolio
 Maruti Suzuki smart finance
 After sales service network
Weakness:
 Late in EV segment
 Car recalls
 Weakening R&D spend
 Low quality vehicles for cost saving
 Perception of low value
Opportunities:
 Global presence
 Subscription based mobility
 Promoting CNG fuel vehicles
 Strong hybrid electric vehicle
 Used car market
 Growing purchasing power
Threats:
 Costly overheads
 Semiconductor shortage
 Sky rocketing price of fuel
 Younger generation
CONCEPTUAL FRAMEWORK

Performance appraisal:
Performance appraisal is widely used in the society. However, formal evaluation of
employees is believed to have been adopted for the first time during WorldWar-1 at the
inlands of Walter Dill Scott the US army man to man rating system for evaluating military
personnel.
Once the employee has been selected, trained the motivated, he is then appraised
for his performance. Performance appraisal is the step where the management finds out how
effective it has been at hiring and placing employees if any problems are identified, steps are
taken to communicated to employee and to remedy them.
A performance appraisal is a process of evaluating the performance appraisal is
a process of evaluating the performance and qualification of employee according to job and
its requirement. It is also known as the process of estimating and judging the value,
excellence individually and collectively, it is the part of all other staffing process, like
recruitment, selection, placement, etc.,
Definition:
Performance evaluation or performance appraisal is the process of assessing
the performance and progress of an employee or of a group of employees on a given job and
his potential for future development. “It is systematic evaluation of the individual with
respect to his or her performance on the job and his or her potential for development.”
According to Flippo, “Performance appraisal is the systematic, periodic and
an impartial rating of an employee’s excellence in matters pertaining to his present job and
his potential for a better job.”
Characteristics:

 It is the systematic examination of employee’s strengths and weakness in terms of
jobs.
 Performance appraisal is the scientific or objective study.
 Formal procedure is used in the study the of same approach is adopted for all job
holders for that result is comparable.
 It is an organising or continuous process where in the valuation is arranged
periodically according to definite plan.
 Main process of performance appraisal is to secure information necessary for making
objective and correct decision on employees.
Objectives:
 To provide a valid database for personnel decision concerning
placement, pay, promotion, transfer, punishment, etc.,
 To diagnosis the strength and weakness of individuals

Theoritical framework
EPLOYEE performance appraisal in the modern business environment became a part
of the performance management process . New approaches in this field emphasize that
the influence of organizational context has a significant role in performance
measurement. Considering the above, the main purpose of this paper is to develop a
conceptual framework for employee performance appraisal emphasizing the role of the
organizational context factors in establishing customized performance criteria considering
that performance management should include information on main strategic processes in
order to provide strategic alignment to the major objectives of the organization.
According to Pulakos (2009), considering organizational context in
developing employee performance appraisal systems and processes leads to establishing
performance criteria and standards customized according to employee performance
appraisal contexts in order to define different requirements for different positions. Also,
recent studies on the issue of the organizational context of employee performance appraisal
systems and processes outline the role of the social context emphasizing daily behaviors
and interactions as factors for enhancing efficacy of performance management .
Furthermore, Levy, Silverman & Cavanaugh (2015) underline the role of social context
in influencing the efficacy of employee performance appraisal systems and processes
Recent studies emphasize the role of organizational context in performance appraisal
systems and processes.
Among the most important factors of organizational context researchers
highlight the role of the organizational culture, human resource strategy, economic
factors , or leader-employee information exchange. Furthermore, Levy and Williams
(2004) identify two main categories of contextual factors influencing the performance
appraisal systems and processes, proximal and distal factors, underlining the purpose of
performance appraisal, rather motivation and appraisal frequency as proximal factors, and
organizational climate and culture, organizational objectives, human resources strategies,
economic factors and technological developments as distal factors .
The same authors organize the proximal factors in structural and process
factors, identifying the purpose of the appraisal process, the characteristics of the
performance appraisal system, performance standards and performance dimensions as the

most important structural factors, and rather motivation and rater accountability as the
main process factors. Moreover, the recommendations of many authors point out that
researchers should develop their own approaches towards performance appraisal contexts
as this could provide an external validation of research frameworks by developing relevant
models in relation to the organizational context. Thus, we can emphasize the key role of
organizational contexts in implementing effective performance appraisal systems and
processes, authors arguing that the role of social context is also essential since it has a
direct influence on the levels of post-implementation employee satisfaction.
Also, a review of ten years of research in human resources management
highlights that contextual factors may influence the effectiveness of employee
performance appraisal, mentioning the role of work context in the appraisal process
and factors that may influence this process using feedback for enhancing performance.
To summarize, according to the recent studies mentioned above, the employee
performance appraisal systems and processes ought to be adjusted to company specific
organizational contexts in order to be effective, thus fostering higher levels of performance.
A recent study outlines that employee performance appraisal systems and
processes are related to other human resources systems and processes and influenced by
the organizational context containing features such as organizational culture, economic
factors, trust in human resources management and the frequency the appraisal is applied in
the organization . Another recent study emphasizes the importance of understanding the
specific context where the employee performance appraisal is implemented in order to
foster the appraisal success.
Other studies propose a strategic and contextual approach to performance
appraisal systems and processes, highlighting the influence of contextual factors on
designing the performance appraisal systems. As a consequence, the strategic approach
to performance management in organizations becomes a powerful instrument to enhancing
the overall organizational performance by creating a steady dialogue between managers and
employees . Another study directly expresses the importance of the organizational context,
underlining that, in relation to organizational goals, or size, a company may differently
organize the performance appraisal systems and processes, based on specific
performance criteria, in order to positively impact employee performanceThe literature
indicates that performance appraisal systems should use key performance standards and
indicators directly related to a specific job/position. Further, performance standards and

indicators should encompass information on overall strategic processes in order to achieve
the strategic alignment with the major strategic objectives of the company .
Furthermore, Pulakos (2009) emphasizes the role of establishing
performance standards adjusted to the organizational context in order to define
different expectations according to the specificities of jobs/positions and of company’s
activities where the appraisal system is implemented. Our proposed conceptual framework
for employee performance appraisal includes three categories of basic performance criteria:
procedural and representation criteria and profile criteria – knowledge, skills/abilities
and attitudes. For all three categories, we proposed a set of six basic performance criteria
regarding employee behaviours, as follows:
1) Procedural criteria – task accomplishment in relation to quality standards; permanent
preoccupation for avoiding errors; clear procedures for collaborating with peers in
performing work tasks; complying with protocols in performing work tasks;
consistency in observing quality specifications; consistency in solving workplace
problems;
2) Representation criteria – orientation towards positive results; seriousness in
accomplishing work tasks; orientation towards quality; effective communication;
openness to problem solving; respect in approaching relationships throughout the
company.
3) Profile criteria – ability to communicate efficiently; capacity to understand work tasks;
competence in developing good work relationships; ability to efficiently act in crisis;
proficiency in solving organizational problems; attention in carrying out tasks.
DATA ANALYSIS AND INTERPRETATION
The sample size of 30 was taken randomly which includes employees of various
department of maruti Suzuki . The collected database been analysed and interpreted.
In pie chart representation the sale was taken 0-30 representing percentage and response
of the respondents

1. How do you feel about your job in the organization?
S no Opinion No of respondents Percentage
1 Highly satisfied 5 16.6667
2 Satisfied 2.5 83.3333
3 Dissatisfied 0 0
4 Highly dissatisfied 0 0
2. Are you extremely proud to tell people that I work for this organisation?
S no Opinion No of respondents Percentage
Percentage
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

1 Yes 30 100
2 No 0 0
Percentage
Yes
NO
3. What is the opinion about the salary pay in the organization?

S no Opinion No of respondents Percentage
1 Highly satisfied 5 16.6667
2 Satisfied 19 63.3333
3 Dissatisfied 6 20
4 Highly dissatisfied 0 0
percentage
1 highly satisfied
2 satisfied
3 dissatisfied
4 highly dissatisfied
4. How do you feel the rules in your organisation?
S no Opinion NO of respondents Percentage
1 Highly satisfied 6 20
2 Satisfied 24 80
3 Dissatisfied 0 0

4 Highly dissatisfied 0 0
Percentage
Highly satisfied
Satisfied
Dissatisfied
Highly
dissatisfied
5. Do you think that your company was good employees welfare.
S no Opinion No of respondents Percentage
1 Good 26 86.6667
2 Bad 4 13.3333

Percentage
Good Bad
6. What is the level of management involvement in the problem solving of the
employees?
S no Opinion No of respondents Percentage
1 To a great extent 18 60

2 To some extent 9 30
3 Little extent 3 10
Percentage
Excelent Very good Good
Findings

1. The proportion of the male employees is significantly high as compared to female
employees, thus, indicates that more female employees do not prefer to work in the
organization. The number is quite disappointing.
2. Respondents believe that performance appraisals are beneficial in mitigating grievances
and strengthening the skills.
3. Participants believed that receiving feedback on their results improved their morale but
did not improve their performance.
4. Employee self-esteem is boosted by performance assessment, according to respondents.
5. The performance assessment distributes equal and reliable incentive, according to
respondents.
6. Respondents accept that performance appraisals assist in finding areas for progress in
performance and job performance, as well as evaluating teamwork training needs.
7. The majority of the respondents believe that performance assessment helped them increase
their productivity.
8. Respondents accept that the performance assessment promotes cooperation.

SUGESSIONS
1. The organization should have a good mix of young and experienced employees. The
company is experiencing a shortage of experienced employees.
2. To perform efficiently, organizations must increase motivation through performance
assessment.
3. To assess employees, organizations should adapte behavior-based policies.
4. Organizations should create a supportive workplace atmosphere for employees, which may
contribute to performance evaluation.
5. Employees should be trained and technology should be upgraded on a regular basis.
Employee’s increments and salaries should then be upgraded based on their performance.
6. The process of self-evaluation should be encouraged in the organization.
CONCLUSION

Analyzing the data reveals that the respondents rate the appraisal as medium. This
study also shows that the company’s appraisal method boosts employee motivation. In this
field, Abhinanda Gautam (2014) and Muhammad Shaukat Malik et al. (2013) make the same
point. And it contradicts the findings of Leila Nafaji et al. (2010).
Performance appraisal, according to Dr. Prachi Singh et al. (2013), does not increase
employees’ motivation to perform effectively in a practical way which is relevant to our
study. Analyzing the research findings can also lead us to the conclusion that current
appraisals are unacceptable, according to some of the respondents. For new employees, a
proper qualification structure is required, which is related to designation and experience.
Furthermore, the general environment of the organization is very welcoming, and as a result,
the corporation has not imposed any specific measures to address employee performance
assessment issues.
QUESTIONNAIRE

1. Which is your favorite small car in MARUTI SUZUKI?
a) Alto b) Zen estilo c) Swift
d) WagonR e) A star f) Ritz
2. Which particular brand of MARUTI SUZUKI are you using currently?
a) Alto b) Zen estilo c) Swift
d) WagonR e) A star f) Ritz
3. Why you are giving first preference to MARUTI SUZUKI while buying small car?
a) Good facilities b) Quality servicec
c) Good designs d) Better mileage
4. Which promotional media is influencing you to buy small cars?
a) Broad casting b) Product demonstration
c) Word of mouth d)Publications
5. Which company is your second choice while buying small car?
a) Ford b) Hyunda c) Tata
d) Chevrolet e) Volkswagon d) Mahindra

6. Reason for your choice?
a) Brand name b) Features
c) Price d) Mileage
7. What is your opinion about service of MARUTI SUZUKI comparing with others?
a) Excellent b) Very Good
c) Good d) Average e) poor
8. The small cars of MARUTI SUZUKI if we upgrade to sedan whether you will opt for the
same?
a) Yes b) No
9. Which is your favorite design of small car of MARUTI SUZUKI?
a) Alto b) Zen estilo c) Swift
d) WagonR e) A star f) Ritz
10. Do you feel that the introduction of more models with in the small car segment will
improve sale of MARUTI SUZUKI?

a) Yes b) No

BIBLIOGRAPHY

 www.performanceappraisal.com
 www.humanresource.com
 www.managementanswers101.com
 www.marutisuzuki.co.in