From Collaboration to Motivation: Exploring the Engagement-Mediated Effect of HR-Finance Integration in Manufacturing Firms

Yuzhou Zhu

doi:10.6981/FEM.202506_6(6).0012

Authors

Yuzhou Zhu

DOI:

https://doi.org/10.6981/FEM.202506_6(6).0012

Keywords:

HR-Finance Collaboration; Employee Engagement; Intrinsic Motivation; JD-R Model; Manufacturing Firms.

Abstract

While existing research has extensively examined Human Resources (HR) and Finance functions in isolation, little is known about how their strategic collaboration influences employee motivation through psychological mechanisms. Addressing this gap, we integrate the Job Demands-Resources (JD-R) model and Social Exchange Theory to propose that HR-Finance collaboration serves as a critical organizational-level resource, enhancing employee engagement and, consequently, intrinsic motivation. Using a cross-sectional survey of 100 employees from Chinese high-tech and traditional manufacturing firms, we measure HR-Finance collaboration (joint planning, budget alignment, and policy co-development), employee engagement (UWES-9), and motivation (intrinsic drive scales). Results from regression and mediation analyses (PROCESS Macro) reveal: Direct Effect: HR-Finance collaboration significantly predicts motivation (B = 0.576, p < .001), explaining 40.3% of variance. Mediation Pathway: Engagement partially mediates this relationship (indirect effect β = 0.32, 95% CI [0.15, 0.48]), supporting our theorized "alignment-signaling" mechanism. Contextual Nuance: The mediation effect is stronger in high-tech firms (ΔR² = .12, p = .02), suggesting innovation-driven environments amplify collaboration’s motivational impact. This study contributes to HR-Finance integration literature by: Unpacking the psychological process (engagement) linking cross-functional collaboration to motivation, demonstrating industry contingencies, and providing actionable insights for aligning administrative functions to foster engaged workforces.

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