Dr Kathy Hartley of the University of Salford discusses the potential pros and cons of a dramatic workplace exit.
Many of us will have experienced the rage that comes with being badly treated at work – and maybe even felt the instinct to pack up and leave. Bad bosses, belittling treatment or poor pay could be behind these kneejerk emotions. But, while most employees swallow their anger and get back to work, some walk out in a way that tells their employer exactly how they feel. Welcome to the world of ‘revenge quitting’.
Unlike quiet quitting, where workers stay in their job but do only the bare minimum, revenge quitting is about making a loud and visible stand.
It’s a phenomenon that has now spread around the world. Quitters have filmed their exit for social media, sent scathing farewell emails or quit two hours before they were due to teach a class.
These incidents show how revenge quitting can be empowering – a way to reclaim dignity when workers feel ignored or mistreated. But this signals more than increased workplace drama or a generational change in behaviour. It indicates that when riled, some workers are ready to make their exit heard.
Economist Albert Hirschman’s classic 1970 book Exit, Voice, and Loyalty suggested that when dissatisfied, people can either use voice (speak up and complain), show loyalty (put up with it) or exit (leave). Revenge quitting is a form of exit, but one designed to send a message to employers.
Several workplace dynamics increase the likelihood of revenge quitting.
- Abusive bosses and toxic environments: research shows that abusive supervision makes workers more likely to retaliate and to quit
- Mistreatment by customers: studies also show that rudeness or incivility from clients can spark revenge intentions in frontline workers
- Emotional exhaustion: being overworked or unsupported can tip people into retaliatory behaviour, including dramatic resignations
- Social media culture: platforms such as TikTok provide a stage, making quitting not just personal but performative
Risks and alternatives
Of course, revenge quitting comes with risks. Dramatic exits may damage future careers, especially in small industries where word travels fast, or if workers quit multiple times after a relatively short stay. For those with in-demand skills or plenty of experience and a history of good performance, the risks may be lower.
So, what are the alternatives?
- Voice rather than exit: raising concerns with the HR department, wellbeing leads or trade union representatives (where they exist)
- Disengagement: quietly withdrawing, for instance by not spending time preparing for meetings or avoiding extra tasks, as a way of regaining some control
These alternatives might ultimately harm organisations more than a worker who quits loudly (so long as revenge quitting doesn’t become a wider phenomenon in the organisation). But of course, not everyone who wants to quit can do so.
A 2023 survey found that more than half of workers worldwide would like to leave their jobs but can’t. This could be due to things like financial responsibilities, limited opportunities or family constraints.
Employment relations researchers have called these people “reluctant stayers“. One study found that around 42pc of employees in two organisations were reluctant stayers. Others have found that these “stuck” employees often develop plans to retaliate. They may quietly spread negativity or undermine productivity. In the long run, this may cause more harm than revenge quitting.
The effect of revenge quitting is likely to depend on the context. In small organisations, a sudden departure can be devastating. This is especially true if the employee has rare or highly valued skills. Sudden loud quitting may also hurt the colleagues left behind to pick up the pieces.
Larger organisations may experience inconvenience but are likely to be able to absorb the shock more easily. While a loud exit by senior or highly skilled staff may have significant impact, employers will be keen to prevent this, working to resolve problems before things reach breaking point. For this reason, revenge quitting is likely to be more visible among more junior or precarious workers, who often feel less supported.
So what can workplaces do? Revenge quitting can be a sign that traditional employee support systems aren’t working. Many HR teams are already overstretched, and are struggling to meet all the demands placed on them. But still, there are some basic practices that employers can follow.
These include encouraging open communication so employees feel safe raising issues, as well as training managers to avoid abusive or micromanaging behaviour. And although it may seem obvious, unequal workloads and conditions will leave workers disgruntled – it’s important to ensure they are fair. Employers should also recognise the expectations of younger workers, who often prioritise respect and balance.
At its heart, revenge quitting reflects serious issues in a workplace. While leaving loudly can feel empowering for the worker, especially in the heat of the moment, it could be bad news for both employees and organisations.
Dr Kathy Hartley is a senior lecturer in people management at the University of Salford. Her research interests include professional identities and cultures, role and career transitions, leading organisational change and the future of work.
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