Gen Z sees “revenge quitting” as a payback for toxic work culture, but it’s causing them more harm than good.
Overworking is not a flex—you’d see this posted, discussed, and even meme-fied on social media. People have been emphasizing this even before 2023 when “quiet quitting”—or the practice of doing the least work possible without getting fired—became a trend.
But this year, workers—especially Gen Z—are out to show the world that they are done with employers taking advantage of their time and energy. They are no longer “sucking it up” and staying silent about it. They are “revenge quitting,” and they’re not thinking twice.
Revenge quitting is when employees who are fed up with excessive workloads unsupportive bosses, low salaries, poor working conditions, and lack of career growth leave their jobs abruptly to cause chaos in the workplace.
“As the name suggests, revenge quitting is motivated by a desire to seek revenge,” according to the Society for Human Resource Management (SHRM). “They no longer wish to remain silent about their experiences, actively voicing their dissatisfaction as they leave.”
In its Worklife Trends report published last November, job recruitment site Glassdoor stated that “revenge quitting” is expected to gain traction in 2025, as 65% of 3,390 employees in the US currently feel stuck in their careers. Of this, 73% come from tech and 70% from the advertising sector.
This is also shown in the decline of quit rates in the US to 1.9%, which is the first time that it has fallen below the two percent threshold since June 2020. “For the time being, employers may be benefiting from unusually low turnover rates, but they shouldn’t be complacent—a wave of revenge quitting is on the horizon,” Glassdoor warned.
It applies to the Philippines, too, because according to Aon’s 2025 Human Capital Employee Sentiment Study, nearly two-thirds of Filipino employees are planning to change jobs within the year. The survey conducted by the insurance brokerage in August 2024 states that 64% of employees in the country are already in the process of switching jobs or considering a new employer in the coming months.
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While not entirely new, “revenge quitting” came into focus when Indore-based human resource expert Gurkaran Singh detailed its impact in a LinkedIn post that drew attention over the past month. He defined the emerging trend as a “dramatic exit—an abrupt, emotionally charged resignation driven by frustration.” Rather than a phenomenon, he said that “revenge quitting” is a movement, “a statement or a desire to prove a point. This is the moment where they decide, ‘They will regret losing me.’”
The trend has also generated a lot of buzz on TikTok, where content creators have been giving their two cents on the issue and sharing their own “revenge quitting” experiences. To give you a clearer picture, “revenge quitting” is when, for example, you work in retail and you decide to quit during the peak season of Christmas and dump all the weighty cargo on your co-workers. It is also when you file your resignation when the business is short-staffed or when many of your colleagues are on leave. Some revenge quit immediately after completing training, taking the expertise with them and using it all to themselves.
As with many trends today, “revenge quitting” is mostly driven by Gen Z as its entry into the workforce has brought about many changes in the way people work. These Zoomers, or those born between 1997 and 2012, already make up 28 percent of the workforce in the US alone. They work “not solely based on paychecks; they seek to feel valued and respected and to balance their work and personal lives,” according to SHMR.
“Unlike earlier generations, such as Baby Boomers and Millennials, who prioritize job security, Gen Z is more vocal about mental health challenges and the need for recognition in the workplace, which often leads them to quit their jobs,” the agency added.
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Causes and effects of “revenge quitting”
Toxic culture and low compensation drive many employees to run out on their employers, but it is a lack of appreciation and unmet expectations that ultimately trigger them to dash out the door.
Anne Sophie Bolduc, director at employee recognition platform Altrum Recognition, explained it in a recent interview with HRD Canada. She said, “When the expectations are not clear or if you’re communicating something with an employee, and then you’re not necessarily consistent, or they have reached every milestone possible that they could have reached, and they are not receiving that promotion, that bonus, that could be really critical in an environment where an employee is frustrated.”
This, along with “feeling unseen and not appreciated,” is a big factor in the “buildup of resentment and frustration that ultimately leads to revenge quitting,” she added.
Human resource experts like Bolduc are then giving employers a warning not to look at the issue lightly. “When employees quit abruptly out of frustration, the effect goes way beyond just losing one person. There is definitely a ripple effect across the organization,” she explained.
One of the biggest consequences is financial loss caused by high turnover. “You have to spend time, effort, and money recruiting and onboarding new employees, training new employees. And that in itself is quite expensive,” Bolduc said.
Other than that, loss of experienced employees can lead to productivity dips and knowledge gaps which can hamper an organization’s innovation and long-term strategies, as well as damage its reputation. Revenge quitting can also send out a negative message to remaining staff, affecting their morale, productivity, and trust in their employers.
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It is important to note, though, that “revenge quitting” can harm not only employers but also the employees engaging in it, too. Mohammad Wafeek Eid, psychiatry consultant at Medcare Hospital Al Safa, told Gulf News that one of the main consequences is damage on potential employment opportunities, as any organization will request references from previous employers.
Revenge quitting is likely to “indicate a lack of emotional intelligence, signaling to potential employers that the individual struggles to handle workplace challenges constructively,” Eid said. This could then make hiring managers hesitant to extend offers.
Besides that, revenge quitting can take a toll on an employee’s self-esteem and mental health, “especially if it leads to regret or financial instability,” Eid added.
What can employees and employers do?
Instead of quitting abruptly and burning bridges, Eid suggests that you practice healthier ways to address your grievances, which could also prevent damage to your career. For starters, invite your immediate manager to an “honest and professional conversation to explain your concerns and suggest solutions.”
When faced with stressful situations, seek support and discuss your concerns with colleagues, friends, or family who could present you with a better way to look at things. If you think that leaving is still the best option, Eid suggests that you do it “professionally by providing proper notice and ensuring a smooth handover. This helps preserve relationships, keeps the door open for future opportunities, and maintains a positive reputation with other companies.”
Meanwhile, managers can prevent their employees from “revenge quitting” by creating a healthier workplace that is focused on employee recognition and satisfaction. Bolduc notes that recognitions must be authentic, precise, and given in a timely manner.
“You could just say, ‘Hey, thank you for going the extra mile on project XYZ,’ and don’t wait a week until you give that appreciation to your employee,” she said. It should be personalized as generic recognition “loses its impact over time.”
Besides showing appreciation for your employees, management consulting company DDI urges leaders to strengthen their team dynamics by prioritizing open communication and mutual respect, as well as creating safe spaces for idea sharing. Leaders must also build trust by showing integrity when they follow through on promises and embody organizational values. This includes “preventing burnout through balanced workloads, demonstrating fairness in task allocation, and combining clear direction with genuine care to foster.”
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