Motivation is a fundamental element in Human Resource Development (HRD) within event management, as it directly influences the productivity, creativity, and efficiency of individuals involved in planning, organizing, and executing events. Understanding the various theories of motivation allows event managers to design strategies that enhance employee engagement, improve performance, and foster a collaborative work environment. Several classical and contemporary theories provide insights into what drives human behavior and performance in organizational settings, including event management. One of the earliest and most influential theories is Maslow’s Hierarchy of Needs. Maslow proposed that human needs are arranged in a hierarchical order, beginning with basic physiological needs, followed by safety, social belonging, esteem, and finally self-actualization. In the context of event management, this theory can be applied by ensuring that employees have their basic needs met, such as fair wages and safe working conditions, before expecting higher levels of performance or creativity. For instance, during the planning of a large-scale corporate event, event coordinators and support staff must feel secure in their roles, adequately compensated, and socially connected with their team to contribute effectively. Managers can facilitate self-actualization by providing opportunities for professional growth, skill development, and leadership roles within projects, which encourages individuals to reach their full potential. Closely related to Maslow’s theory is Herzberg’s Two-Factor Theory, which differentiates between hygiene factors and motivators. Hygiene factors, such as salary, working conditions, and job security, prevent dissatisfaction but do not inherently motivate employees. Motivators, on the other hand, such as recognition, achievement, responsibility, and opportunities for advancement, actively enhance job satisfaction and engagement. In an event management scenario, ensuring hygiene factors—like safe venues for staff, proper equipment, and clear role assignments—is critical to avoid dissatisfaction. Simultaneously, offering recognition for successfully managing complex tasks, providing creative freedom in event design, or delegating responsibility for managing key aspects of an event can significantly enhance motivation and encourage proactive behavior. McClelland’s Theory of Needs focuses on three primary drivers: the need for achievement, affiliation, and power. Event managers can use this theory to align tasks with employees’ intrinsic motivations. For example, individuals with a high need for achievement may thrive when assigned challenging responsibilities such as coordinating a high-profile wedding or a large corporate conference, where success is measurable and rewarding. Employees with a strong need for affiliation may perform better in collaborative roles, such as team-based event setup or client relationship management, where interpersonal interactions are frequent. Those motivated by power may excel in leadership or supervisory positions, taking charge of vendor negotiations or directing a team during live events. By understanding these individual motivators, HRD strategies can be tailored to ensure optimal role assignment and performance. Vroom’s Expectancy Theory offers a cognitive approach to motivation, emphasizing the relationship between effort, performance, and outcomes. According to this theory, individuals are motivated when they believe their efforts will lead to desired performance and that this performance will result in valued rewards. In event management, an employee is