Quitting as payback? The new ‘revenge resignation’ workplace trend explained

It’s 2025, and let’s be honest - job loyalty is not much of a priority for many anymore.

Maybe, with good reason. Why?

‘Revenge quitting’ is on the rise. Many frustrated employees are choosing to leave their jobs at once.

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The era of ‘quiet quitting’ is over. A new trend has taken its place.

With the influence of social media, more people might be encouraged to follow the trend, especially those struggling with similar workplace issues but hesitant to resign.

But what exactly is this trend? What factors are pushing employees to ‘revenge quit’? And how can companies address the concerns surrounding ‘revenge quitting’?

Let’s take a look:

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What is ‘revenge quitting’?

Before understanding this trend, it is important to look at why some employees are choosing to leave their jobs in this way.

Workers are no longer resigning just due to career growth. They are quitting as an expression of dissatisfaction, sometimes as a form of “revenge” against employers they believe have let them down.

Frustrated by toxic workplaces, inflexible schedules, and unmet expectations, they are ensuring their exits are loud and deliberate. This often occurs at the most inconvenient times, which sends a strong message to employers.

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Notably, Gen Z is at the forefront of this movement, as they prioritise mental health, work-life balance, and purpose-driven careers over the traditional focus on job security.

Unlike previous generations, many employees today are not willing to tolerate poor treatment. For some people, quitting has become a form of protest, driven by the belief that companies would not show them the same loyalty they are expected to give.

Social media has also played a major role as many share their experiences and explain how their jobs affected their well-being, which ends up warning others to avoid certain employers.

According to Glassdoor’s Worklife Trends 2025 report, 65% of employees feel trapped in their current roles. If companies fail to address these concerns, this growing frustration could lead to a huge surge in revenge quitting this year.

Why is revenge quitting on the rise?

Frustration, burnout, and failed expectations are among the key factors driving the rise in revenge quitting.

Many employees wake up each day dreading work. This can happen due to stagnant career growth, office politics, or simply feeling unappreciated.

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An increasing number of people are choosing to walk away from jobs that affect their happiness and the work-life balance they believe they deserve.

Let us look at some of the reasons that are contributing to this surge:

• Lack of career growth: Employees may feel stuck when there is little clarity about career progression or when opportunities for promotions, skill development, or advancement are limited.

• Low pay & lack of raises: Many employees who consistently meet their goals may feel underpaid or believe they deserve higher salary increases during appraisals.

• Burnout and work-life imbalance: Heavy workloads, unrealistic targets, and prolonged stress can lead to emotional exhaustion, which often results in impulsive resignations. When employees also find it hard to get personal time, burnout becomes unavoidable.

• Lack of recognition: When employees feel their hard work goes unnoticed, they begin to question whether their efforts are worth it.

• Absence of belonging: A poor sense of team spirit and workplace engagement can lead to detachment, which makes quitting an easier decision.

• Disconnect from purpose: Younger workers, in particular, seek meaning in their jobs. If they cannot connect their daily tasks to a larger purpose, they may lose motivation and disengage.

• Lack of support: Employees who feel ignored, disrespected, or undervalued may decide to leave, sometimes as a way to reflect their organisation’s failure to address these concerns.

How revenge quitting has become a trend

A Glassdoor survey conducted in October, involving 3,390 professionals, found that nearly two in three workers feel stuck in their current roles, with those in tech and advertising particularly dissatisfied with their career prospects.

Notably, Glassdoor data also revealed that 17% of workers took a pay cut when switching jobs in 2024, compared to 15% in 2023. This indicates that some employees are willing to accept lower salaries simply to escape job-related frustration and look at it as a form of ‘revenge quitting.’

While revenge quitting is more common among younger generations, it is not limited to them. Older employees, too, may choose to quit in protest if they feel undervalued or disrespected in a toxic work environment. Mid-level professionals are also increasingly adopting this trend.

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A study by Software Finder found that employees who plan to revenge quit have, on average, been wanting to leave their roles for over 13 months.

According to the study, 17% of full-time employees have revenge quit in the past. The groups most likely to have done so include: Entry-level employees (24%), Gen X employees (21%), and Remote workers (20%).

Looking ahead, 28% of full-time employees expect revenge quitting to take place at their workplace in 2025, with hybrid workers being the most likely to do it (31%).

Also, 4% of full-time employees plan to revenge quit in 2025. Those most likely to do so include: Marketing and advertising professionals (16%), IT and tech employees (11%), Media and entertainment workers (7%), Hybrid employees (7%), and Managers (6%), according to the study by Software Finder.

How to prevent ‘revenge quitting’ from happening?

Employers, take note! This is your opportunity to retain top talent and prevent ‘revenge quitting’. However, doing so requires a more involved and active approach.

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Here are some ways to address the issue:

• Set clear career growth paths: Provide transparent promotion opportunities and support employees’ development through training, mentorship, and regular performance feedback. This reassures them that they have a future within the company.

• Promote work-life balance: Offer flexible work arrangements, encourage employees to take time off, and set clear boundaries for after-hours communication to reduce burnout and frustration.

• Address problems early: Develop a workplace culture where issues are resolved quickly and professionally. This can be done through mediation, open discussions, or team-building initiatives.

• Encourage open and honest communication: Build a space where employees feel comfortable sharing their concerns or frustrations, and offering suggestions without fear of retaliation.

• Recognise employee contributions: Celebrate achievements in ways that matter to employees. Implement peer-to-peer recognition programmes and public acknowledgements to build a culture of appreciation.

With inputs from agencies