In sport and entertainment, service personnel facilitate processes that deliver the core product and either add to or detract from the customer's experience (Chelladurai & Chang, 2000; Greenwell, Fink & Pastore, 2002). Therefore, researchers and practitioners alike need to examine such issues to better understand how to improve the organization and product delivery. To that end, the researchers have conceptualized the “employee sportsphere” as a comprehensive approach to the study of the work experience for the paid, part-time event staff in public assembly facilities. The “employee sportsphere” is built upon business literature regarding servicescape, sportscape, and human resources, and consists of three scales delineated into twelve subscales. Sportscape includes accessibility, aesthetics, and technology. Behavioral variables includes behavior of others, communication, empowerment, reward / recognition, management support, and training. Benefits include hedonistic pleasure, parking, prestige / pride, and uniforms. The survey included items from a number of pre-existing scales and similarly structured items created for this study. It included 38 items pertaining to their overall work experience, the employee sportsphere. All items used a Likert-type scale from strongly disagree (1) to strongly agree (6) and included three items for each of the twelve subscales (with one exception). Mail surveys were utilized for a census of the paid, part-time event staff at a multi-purpose facility in the Midwest (N=406). Questionnaires were returned by 293 individuals for a 72% response rate. After testing for reliability and internal consistency, mean scores and standard deviations were calculated to measure employees' ratings of the employee sportsphere. The highest rated items included three hedonistic pleasure (5.45, 5.39, and 5.11), two prestige / pride (5.30 and 5.20), one parking (5.29), one facility (5.14), and one training (5.12). An examination of the twelve subscales revealed the highest rankings for hedonistic pleasure (5.32) and prestige / pride (5.12). This line of inquiry is significant for three reasons. First, it provides an avenue to investigate a population that has been all but ignored in existing literature and initiates a new line of research in hopes of providing managers with tools necessary to examine their environment. Secondly, such facilities operate within a highly competitive environment, competing for events, customers, and employees, and this research provides insight into elements of the work experience that may influence staff retention. Lastly, this line of inquiry may suggest that event staff should be considered in the operation and design of public assembly facilities.Keyword(s): facilities/equipment, sport management