‘Sudden resignations aren’t just individual exits, they’re warning signals flashing across workplace culture’
“Revenge quitting” is now a growing problem for employers, according to a recent report.
Nearly half (47%) of U.S. employees admit to having left a position suddenly and without notice to their employer, often as a protest against poor treatment or a toxic workplace culture, reports Monster.
In addition to those who have quit without notice, 57% of respondents said they have witnessed a colleague do the same. Furthermore, 87% believe that revenge quitting is justified when workplace conditions are poor.
“Sudden resignations aren’t just individual exits, they’re warning signals flashing across workplace culture,” says Vicki Salemi, Monster’s career expert. “When nearly half of your workforce is willing to leave without notice, it means they’ve lost faith in management, respect, or opportunity. Employers must act before quiet disengagement becomes a full-blown exodus.”
'Petty, short-sighted'
Revenge quitting is when someone, upon resigning or during their notice period, wilfully acts against the interests of their employer to cause disruption, explains Matt Collingwood, managing director and co-founder of VIQU IT Recruitment, in a LinkedIn post.
Currently, revenge quitting is being “glorified,” he said.
“You see it on social media, folk bragging about the disruption they caused as they walked out. It’s pitched as empowerment. But it’s not. It’s petty, short-sighted, and in some cases possibly illegal. Some seem to think it’s a Gen Z phenomenon, a sort of rebellious ‘rite of passage’ against bad employers. You don’t win by burning bridges, you just torch your own future.”
Previously, Huy Nguyen, an associate at Apolat Legal in Ho Chi Minh City and Hanoi, warned that employees who choose to participate in the revenge quitting movement should be mindful of the potential legal implications that may arise from such actions.
Why do people ‘revenge quit’?
According to Monster’s survey of 3,600 American employees, 32% of those who revenge quit cite a toxic or disrespectful culture as the main reason. Meanwhile, 31% blame poor leadership or a lack of trust, and another 23% say they felt undervalued or ignored.
These abrupt departures have ripple effects on team morale, productivity, and retention. Monster’s survey suggests leaders should focus less on strictly financial incentives and more on creating environments that respect employees, offer growth, and foster trust. Key steps include:
- Building a safe, inclusive culture where concerns can be voiced early.
- Training managers to lead empathetically and communicate clearly.
- Recognising contributions in meaningful ways, beyond pay.
- Offering clear career pathways so employees feel invested rather than trapped.
However, many employees do not quit immediately after becoming dissatisfied.
Nearly 1 in 5 (18%) stayed more than two years before leaving, 10% stayed one to two years, 9% stayed six to 12 months, and 17% left within six months, found the survey.
The report found that 63% of respondents say a better workplace culture could have prevented them from quitting abruptly, and 46% believe a different boss would have changed their decision.
Business leaders have a key role in fighting revenge quitting, says Stephanie Neal, Director, Centre for Analytics and Behavioural Research (CABER), at Development Dimensions International (DDI).
“Leaders have a powerful influence on their teams. With more direct interaction than anyone else in the organisation, they can shape employees’ experiences and help keep them engaged,” she says in a post on the DDI website.
