Human Resource Management, Financial Strategy, Marketing Performance, Cross-Functional Integration, Organizational Performance, Strategic Alignment In an increasingly competitive and volatile business environment, organizational performance can no longer be examined through isolated functional lenses. Human Resource Management (HR), Finance, and Marketing—traditionally treated as independent domains— are now deeply interdependent in driving sustainable organizational success. This paper proposes and elaborates the HR–Finance–Marketing (HFM) Performance Model, an integrated conceptual framework that explains how strategic alignment among these three core functions enhances productivity, profitability, brand equity, and long-term value creation. Drawing upon contemporary theories of strategic management, resource-based view, stakeholder theory, and systems thinking, the study synthesizes existing empirical and theoretical literature to demonstrate the synergistic effects of cross-functional integration. The paper adopts a qualitative, conceptual research design based on an extensive review of academic studies published between 2000 and 2023. Two analytical tables are incorporated to present (i) functional interdependencies and (ii) performance outcomes linked to integration intensity. The findings suggest that organizations that successfully align HR policies, financial strategies, and marketing initiatives outperform functionally siloed firms in terms of innovation, employee engagement, customer satisfaction, and financial resilience. The study contributes to management literature by offering a holistic performance model that can guide managers, policymakers, and researchers in designing integrated strategies for competitive advantage.