Nonprofit and Voluntary Sector Quarterly, Ahead of Print. Volunteering has gained momentum in the public sector as a way of maintaining or improving service delivery. Yet, research into public sector volunteering is sparse, including the unique relationship between employees and volunteers and the implications of adding volunteering programs to established structures. Based on ethnographic case study over 9 months with a Fire and Rescue Service in England and a total of 26 interviews with employees and volunteers, we explain tensions between the two groups and how they are played out in everyday practice. In doing so, we extend theory of cooperation and competition by introducing the concept of pseudo employees, or volunteers as employees in the making, which explains both organizational and intergroup mechanisms that set volunteers up to fail, undermining their contribution and the validity of public sector volunteering programs.

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