For some employees, quitting their job in a dramatic fashion has become a way to express deep frustration. Through viral videos, scathing emails, or spectacular walkouts, the phenomenon known as “revenge quitting” reflects mounting anger toward the workplace.
Many workers have felt the sting of unfair treatment—be it tyrannical bosses, humiliating remarks, or paltry pay. While most manage to swallow their anger and stay on, some choose to leave in a way that sends a clear message to their employer. Unlike “quiet quitting,” where employees do only the bare minimum, revenge quitting is loud, public, and often designed to make an impact.
This trend has spread globally: some film their resignation for social media, send cutting farewell emails, or abandon their posts at the last minute, even hours before a scheduled class. Such acts underscore the liberating dimension of revenge quitting, offering employees a sense of dignity when they feel ignored or mistreated.
As economist Albert Hirschman explained in his 1970 classic Exit, Voice, and Loyalty, individuals facing dissatisfaction have three choices: to make their voice heard, demonstrate loyalty, or leave. “Revenge quitting” falls into the last category—but in a way meant to deliver a pointed message to employers.
What drives revenge quitting?
Several factors increase the likelihood of such dramatic departures:
Toxic supervisors or workplaces: Research shows that abusive management makes employees more likely to resign in retaliation.
Mistreatment by customers: Rudeness or incivility from clients can provoke similar reactions, especially for public-facing staff.
Emotional exhaustion: Overwork or lack of support can push employees toward retaliatory behaviour, including dramatic exits.
Social media culture: Platforms like TikTok provide a stage, turning resignations into performative acts.
Risks and alternatives
While revenge quitting may feel empowering, it carries risks. Dramatic exits can damage careers, particularly in niche fields where reputations spread quickly, or for employees with short tenures across multiple positions. Highly qualified professionals with strong track records may face fewer consequences, but the risk is never zero.
Alternatives include:
Make your voice heard: Raise concerns with HR, employee well-being teams, or union representatives.
Disengage strategically: Limit extra work or avoid overcommitment to regain control without burning bridges.
These approaches can sometimes do more long-term damage to organizations than a single dramatic resignation. However, many workers cannot resign due to financial obligations, lack of opportunities, or family responsibilities. Workplace researchers call them “reluctant stayers,” a group prone to subtle retaliatory actions like spreading negativity or undermining productivity, which can ultimately hurt companies more than revenge quitting itself.
The employer’s perspective
The impact of a high-profile exit varies by organisation. Small businesses may struggle to absorb the shock, particularly if the employee has rare skills, while large organisations can typically manage better. Revenge quitting is most common among younger, precariously employed, or poorly supported workers.
Employers can mitigate such behaviour through open communication, fair workloads, and training managers to avoid abusive behaviour or micromanagement. Understanding employee expectations—especially among younger generations, prioritising respect and work-life balance—is also key.
Source – https://english.mathrubhumi.com/lifestyle/revenge-quitting-what-you-need-to-know-ohctnqua