Answer :
True - Harvard's human resource management model for the first time recognizes the importance of the front line in human resource management.
Organizational leaders may make significant financial investments, broad changes to corporate policy, and significant strategic decisions, but if they cannot win over their entire management team, those actions may end up being for naught. Frontline managers not only manage employees on a day-to-day basis, but according to recent research, must also be the “contact” between senior management and frontline employees.
To capture the hearts and minds of these managers, every organizational change, large or small, must consider the almighty premise of “what do I have in it.” Your frontline manager has to take responsibility and obsess over a specific set of metrics. In general, on the Balanced Scorecard, salary increases, bonuses, and career advancement are often directly tied to performance. So it makes sense that frontline managers would reach out to any part of the organization for help if that means gaining an edge in Balanced Scorecard glory.
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