Many of us have experienced the anger that comes with being mistreated at work and perhaps even felt the instinct to pack up and leave. Bad bosses, derogatory treatment or low salaries could be behind these instinctive emotions. But while most employees swallow their anger and return to work, some leave in a way that tells their employer exactly how they feel. Welcome to the world of “resignation for revenge.”
Unlike “silent resignation,” where workers stay on the job but only do the bare minimum, revenge resignation involves taking a strong, visible stance.
It is a phenomenon that has spread throughout the world. Those who quit have recorded their departure for social media, sent scathing goodbye emails, or quit two hours before teaching a class.
These incidents demonstrate how quitting out of revenge can be empowering: a way to regain dignity when workers feel ignored or mistreated. But this indicates more than just an increase in workplace drama or a generational shift in behavior. It indicates that when angry, some workers are ready to make their voices heard.
Economist Albert Hirschman’s classic 1970 book, Exit, Voice, and Loyalty, suggested that when faced with dissatisfaction, people can express their opinion (complain), show loyalty (put up with it), or walk away (leave). Resignation for revenge is a form of exit, but it is designed to send a message to employers.
Several workplace dynamics increase the likelihood of quitting out of revenge:
Abusive bosses and toxic environments: Research shows that abusive supervision makes workers more likely to retaliate and quit.
Mistreatment by clients: Studies also show that rudeness or incivility on the part of customers can trigger revenge intentions in frontline workers.
Emotional exhaustion: Being overworked or not receiving support can lead people to retaliate, including dramatic resignations.
Social media culture: Platforms like TikTok provide a stage, making leaving work not just personal, but performative.
The risks and alternatives
Of course, quitting out of revenge carries risks. Dramatic departures can hurt future careers, especially in small industries where word spreads quickly, or if workers quit multiple times after a relatively short stay. For those with in-demand skills, extensive experience, and a track record of good performance, the risks may be lower.
So what are the alternatives?
- Voice instead of output: raise concerns with the Human Resources department, those responsible for well-being or union representatives (if they exist in your company).
- Detachment: withdraw quietly, for example, by not spending time preparing for meetings or avoiding extra tasks, as a way to regain some control.
These alternatives could ultimately harm organizations more than a worker who openly quits (as long as revenge resignation is not widespread in the organization). But of course, not everyone who wants to quit can do so.
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A 2023 survey revealed that more than half of workers globally would like to leave their jobs, but cannot. This could be due to factors such as financial responsibilities, limited opportunities, or family constraints.
Labor relations researchers have called these people “reluctant to stay.” A study revealed that around 42% of employees in two organizations were reluctant to stay. Others have found that these “stuck” employees often develop retaliation plans. They can quietly spread negativity or undermine productivity. In the long run, this can be more damaging than a revenge resignation.
The effect of a revenge resignation is likely to depend on the context. In small organizations, a sudden departure can be devastating. This is especially true if the employee possesses rare or highly valued skills. A sudden and loud resignation can also hurt colleagues who are left to regain their position.
Larger organizations may experience inconveniences, but can probably absorb the impact more easily. While a noisy departure of senior or highly qualified staff can have a significant impact, employers will be keen to avoid this by working to resolve issues before the situation reaches a crisis point.
For this reason, revenge quitting is likely to be more visible among younger or precarious workers, who often feel less supported.
What can companies do then?
Quitting out of revenge may be a sign that traditional employee support systems are not working. Many HR teams are already overstretched and struggling to meet all the demands placed on them. Still, there are some basic practices that employers can follow.
These measures include encouraging open communication so employees feel safe raising issues, as well as training managers to avoid abusive or micromanaging behavior. And, although it may seem obvious, inequality in workloads and working conditions generates dissatisfaction among workers; It is important to ensure that they are fair.
Employers must also recognize the expectations of younger workers, who often prioritize respect and balance.
In essence, revenge resignation reflects serious problems in the work environment. While quitting loudly can be empowering for the worker, especially during times of stress, it could be bad news for both employees and organizations.
About the author:
*Kathy Hartley is a Senior Lecturer in People Management at the University of Salford.
This article was originally published in The Conversation
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