Longstanding workplace issues such as mistreatment, the normalization of toxic behaviour and a lack of accountability for workplace culture have fuelled a growing trend known as .
This phenomenon, on the rise since the 2000s, sees employees leaving their jobs not just for better opportunities, but as a form of protest and self-preservation against unfair treatment.
In the past, fear of economic ruin, social stigma and valuing job stability over personal dignity kept many employees from quitting under such circumstances. However, are causing an .
Companies that want to address this issue have much to gain, but they must go beyond diversity, equity and inclusion (DEI) or human resources strategies. Creating a genuine sense of belonging can reshape workplace culture, boost engagement and overall business success.
Consequences of revenge quitting
When employees resign as a final act of protest against , the impact on organizations can be significant. One of the most obvious consequences is . related to recruiting, hiring, training, as well as lost productivity and project disruptions.
Organizations also lose when experienced employees quit, hampering innovation, continuity and long-term strategy.
The abrupt departure of employees also sends a powerful message to , potentially leading to decreased morale, trust and engagement.
High-profile cases of revenge quitting can also , affecting customer relationships and investor confidence.
Finally, revenge quitting can have lasting consequences on workplace culture. If the , remaining employees may become disengaged, leading to a decline in work quality.
Mitigating the risk of revenge quitting
My research has found that , they are more engaged and loyal, they produce more innovative and creative solutions, and they are more reliable and productive.
Moreover, that lead to toxic behaviours by reducing feelings of isolation, mitigating burnout and encouraging active listening before making decisions. This, in turn, decreases the likelihood of employees making abrupt, retaliatory exits.
respect their individuality and value their contributions. High-performing teams thrive when there is clear accountability, fair conflict resolution and a culture of . Addressing toxic behaviours early helps maintain trust and reduces the risk of .
It’s also essential to distinguish between belonging and merely fitting in. True belonging is a between employees and the organization, not solely the employee’s responsibility. Organizations that focus only on forcing employees to “fit in” overlook the systemic changes required to foster true benefits.
Belonging requires an active commitment to the comfort, connection, psychological safety and well-being. is essential in reducing the desire to disengage or quit out of frustration or retaliation.
Pillar 1: Comfort
Workplace comfort is essential for focus, cognitive function and productivity. While physical factors like , is more critical. Social comfort comes from clear expectations, defined workflows and recognizing individual talents within a team.
When the economy becomes volatile, it can force organizations to deviate from their original strategic plans in an effort to stay afloat. When this happens, comfort is the first thing to erode in a workplace, which .
For example, when economic shifts force leaders to pivot, employees may have to scrap their work. If leadership lacks alignment in the new strategic actions, expectations will rise while clarity drops, creating stress and conflict. Leaders should reset expectations, restore social comfort and ensure collaboration rather than competition.
Pillar 2: Connections
Strong social relationships in the workplace can . Connection is fostered through mentorship programs, collaboration and informal networking.
In remote and hybrid work settings, ensuring employees feel connected to their teams through structured check-ins and virtual social space is critical.
Connections , which reduces the risk of employees leaving. Employees who experience meaningful interactions with colleagues and leaders are more engaged and less likely to feel alienated.
Pillar 3: Contributions
Employees need to feel that their work is . Recognition activates the brain’s reward system, which . When employees feel unappreciated, resentment builds. When this happens repetitively, it can lead employees to disengage from their work, and eventually depart.
Organizations must implement structured recognition programs that celebrate individual and team achievements, .
Equally important is offering opportunities for employees to contribute beyond their job descriptions, whether through special projects or mentoring. A workplace that values and acknowledges contributions and decreases the likelihood of employees resigning.
Pillar 4: Psychological safety
Ensuring employees’ ideas and concerns are met with curiosity and understanding is . In fear-based workplaces, stress inhibits cognitive function and creativity.
, mistakes are viewed as learning opportunities and employees feel empowered to express their perspectives.
Employees feel safe when they work in an . They are less likely to disengage or engage in retaliatory behaviours like revenge quitting.
Strategies such as clear communication channels, anonymous feedback mechanisms and inclusive leadership training help create .
Pillar 5: Well-being
is tied to cognitive function, emotional regulation and job satisfaction. Employees experiencing are more likely to disengage and eventually quit.
are crucial. Offering flexible work arrangements, mental health and stress management resources, normalizing breaks and setting boundaries helps and commitment.
More than a checkbox
Revenge quitting isn’t just a series of isolated incidents, but a reflection of a .
The workforce has changed, with where they feel respected, valued and safe. Companies that fail to adapt will continue to lose experienced, talented workers — not because the job market is more competitive, but because employees refuse to tolerate environments that undermine their dignity.
Leaders need to recognize that creating a culture of belonging isn’t about checking a DEI box — it’s about ensuring employees have every reason to stay and grow within their organizations.
Andrea Carter does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
