Analysis: Revenge quitting occurs when employees leave their jobs abruptly and dramatically, often driven by anger, resentment and frustration
In an age where traditional resignations no longer make an impact, revenge quitting has become a new trend, creating significant waves in workplaces. It is not merely about resigning from a job but doing so with a purpose. Think of it as an act of rebellion. This is where employees take a bold stand, resigning in ways that draw attention.
What exactly is revenge quitting, and what drives employees to engage in this behaviour? First, it would be excellent to introduce this concept by referencing a similar trend that has shaken the world of human resources: quiet quitting. What began as a seemingly innocuous TikTok clip spiralled into a media sensation, attracting the attention of millions, including organisational leaders.
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From RTÉ Radio 1's Drivetime, quiet quitting has become a workplace trend thanks to TikTok
It unveiled the possible risks for organisations, including the potential erosion of a collaborative workplace culture. In quiet quitting, one does not actually resign from one's job, but instead performs only the necessary work without exceeding what is expected.
This definition presents two viewpoints. On one hand, it implies that we should perform no more work than what we are contractually obligated to fulfil, which arguably aligns with how jobs ought to be. On the other, it considers doing little or no work while being present at one's workplace. This perspective is regarded as counterproductive and a threat to organisations.
One might argue that quiet quitting has paved the way for revenge quitting. As employees silently disengaged from their work and their dissatisfaction went unaddressed, it created resentment. This gradual rise in frustration could ultimately have led to more drastic measures. Revenge quitting occurs when employees leave their jobs abruptly and dramatically, often driven by anger and resentment towards their employers.
We need your consent to load this Spotify contentWe use Spotify to manage extra content that can set cookies on your device and collect data about your activity. Please review their details and accept them to load the content.Manage PreferencesFrom The Briefing, what's revenge quitting - and should you do it?
Compared to a standard resignation, revenge quitting typically does not involve a proper, and at times sentimental, farewell. It is a brusque departure that makes a powerful statement. For instance, an employee quits the organisation just before a crucial presentation, leading to a significant disruption. Another example is when a trainer at a gym decides to resign just before a class is scheduled for him to lead, leaving the class without an instructor to follow. In these cases, timing is critical because it maximises the impact of the employee’s departure. Hence, revenge quitting serves as a means for individuals to express their grievances and pursue the necessary change.
A recent survey reveals concerning statistics. Among 1,000 full-time employees surveyed, 17% indicated that they have previously engaged in it. This year, 28% anticipate witnessing revenge quitting in their workplace, while 4% plan to engage in revenge quitting. Interestingly, hybrid workers and managers are the most likely to consider revenge quitting.
Job-related factors are considered one of the reasons why someone might choose to revenge quit. The survey also revealed that 93% feel frustrated with their current role. The primary sources of frustration include low salary and lack of pay rise (48%), feeling undervalued by their organisations (38%), insufficient career growth opportunities (33%), and poor management (27%). Indeed, if employees feel that their hard work is insufficiently rewarded and undervalued, coupled with unclear opportunities for development and ineffective leadership, it creates a breeding ground for discontent, prompting them to revenge quit and actively pursue better opportunities elsewhere.
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From RTÉ Brainstorm, do you work in a toxic workplace? Here what you can do about it
A toxic work culture is likely to drive employees to revenge quit. Employees who consistently encounter rude behaviour in the workplace may suffer from stress, impacting their overall well-being and work performance. Incivility can undermine trust among colleagues, prompting employees to distance themselves to safeguard against further harm and maintain self-esteem. Although incivility is a mild form of workplace mistreatment, research indicates that prolonged exposure to rude interactions can result in employees leaving their organisations.
Finally, we need to consider the interaction between work and personal lives. Work-life balance is crucial for employees for various reasons. Recently, US president Donald Trump signed an executive order requiring all federal employees to end remote work arrangements and return to in-person work full-time. Orders like this can significantly impact those employees who appreciate hybrid and flexible work structures who may find adapting to rigid schedules and fixed office hours challenging.
Maintaining a healthy balance can improve overall mental and physical health. Working continuously without breaks may result in chronic stress and burnout, manifesting as physical and emotional exhaustion, lack of motivation and diminished performance. When time devoted to personal life suffers due to an excessive workload, it may reach a tipping point, leading one to revenge quit to assert autonomy and reclaim their well-being.
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From RTÉ Brainstorm, how coffee badging became a workplace trend
Revenge quitting can have profound implications for organisations. Financial loss is a significant issue, as sudden departures incur recruitment, selection, training, and development costs. Additionally, abrupt resignations can disrupt productivity and other ongoing projects.
From a human resources perspective, employees are invaluable assets, as they contribute unique knowledge, skills, and abilities that propel the organisation’s success. If key and experienced individuals were to leave the organisation suddenly, they would take valuable expertise with them, which can be challenging to replace. This situation would leave inexperienced employees without guidance and mentorship, potentially prompting other employees to depart.
Revenge quitting is an emerging trend. Organisations are not only grappling with the sudden departure of employees but also with the impact on their reputations. It is worth noting that fostering a work culture centred on psychological safety and a sense of belonging is essential for employee retention.
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The views expressed here are those of the author and do not represent or reflect the views of RTÉ
