Revenge Quitting – The Psychological Reasons Behind Drastic Job Exits

Quitting a job in response to frustration, unfair treatment, or deep dissatisfaction is not a new phenomenon. However, the term 'revenge quitting' I believe captures a specific kind of exit; one which is fuelled by resentment and a desire to make a point. This emotional response to workplace injustice is often driven by feelings of being undervalued, exposure to a toxic environment, or significant health impacts due to job-related stress. While the act of quitting can feel empowering in the moment, it's essential to examine the underlying psychological and organisational factors.

Psychological Drivers Behind Revenge Quitting

Revenge quitting is more than just an impulsive decision; it's often a response to chronic workplace stressors. Several psychological theories help explain why employees reach a breaking point:

Organisational Justice Theory

This theory puts forward that employees assess fairness in their workplace based on distributive (fairness of outcomes), procedural (fairness of processes), and interactional (fairness in interpersonal interactions) justice. Perceived injustices in any of these areas can lead to dissatisfaction and, ultimately, decisions to leave the organisation.

Psychological Contract Theory 

Employees develop unwritten expectations about their relationship with their employer, including mutual respect, growth opportunities, and fair treatment. When these expectations are breached, through broken promises, excessive workloads, or toxic management, employees may choose to leave as a way to reclaim control over their situation.

Emotional Exhaustion and Burnout

Prolonged stress and an unsupportive work environment can lead to burnout, making quitting seem like the only viable option for self-preservation. Burnout can diminish an employee's capacity to think rationally about their departure, increasing the likelihood of a reactionary exit rather than a well-planned transition.

Organisational Factors Contributing to Revenge Quitting

Workplace conditions can also influence employees' decisions to quit in frustration. Key organisational factors include:

Lack of Recognition 

When employees feel their hard work is ignored or undervalued, resentment builds. Without validation, motivation dwindles, increasing the likelihood of abrupt resignations.

Toxic Management Practices

Poor leadership, micromanagement, and a culture of fear can push employees toward quitting. Managers who take credit for their team's work, set unrealistic expectations, or fail to support employee wellbeing often trigger revenge quitting.

Unresolved Workplace Conflicts

A lack of accountability for issues such as discrimination, bullying, or favouritism can create an unbearable environment. Employees who feel unheard or powerless in addressing such concerns, as I mentioned earlier may see quitting as their only way to regain control.

Excessive Workloads and Unfair Expectations

When employees are expected to handle unreasonable demands without adequate support, frustration can easily build. This constant pressure can lead to emotional disengagement, making a sudden resignation more likely.

The Short-Term Satisfaction vs. Long-Term Impact

Studies suggest that while revenge quitting can offer immediate relief, it may not always bring long-term satisfaction. Research also indicates that acts of revenge, while temporarily gratifying, often prolong negative emotions and can lead to ongoing resentment and the unresolved emotions which can be carried over into the next role.

Furthermore, an impulsive exit can leave employees without a stable transition plan, potentially leading to financial strain or difficulty securing new employment. The urge to quit dramatically may be strong, but it's worth considering alternative strategies, such as negotiating better conditions, documenting workplace issues, or strategically planning a departure to maximise future opportunities.

Recent Trends and Insights

The concept of 'revenge quitting' has gained traction in recent times A survey conducted by Glassdoor in late 2024 revealed that a "wave of revenge quitting is on the horizon," with employees citing lack of recognition, burnout, and disengagement with workplace culture as primary motivators.

Additionally, the rise of this topic on social media platforms has amplified this trend, with employees sharing their dramatic exits online, further normalising the behaviour. Experts warn that while such actions may provide immediate gratification, they can have long-term negative consequences for both employees and employers.

When Is Quitting Justified?

Not all quitting is impulsive or unjustified. In cases where work conditions are actively harming mental or physical health, leaving may be the best option. Indicators that quitting is a necessary step rather than an emotional reaction include:

• Persistent negative impact on health and wellbeing.

• A toxic environment where complaints and concerns are repeatedly ignored.

• Lack of growth opportunities despite consistent effort and engagement.

• Organisational culture that contradicts personal values and ethics.

Revenge quitting often results from ongoing mistreatment, burnout, and a loss of trust in the organisation. While leaving a role can be empowering, making a considered and strategic decision is key to ensuring a better outcome. Understanding the psychological and organisational factors at play can help employees assess whether quitting is truly the best path forward or if alternative approaches could lead to a more beneficial resolution.

Sources

• "Burnout blocking, revenge quitting and other buzzword predictions for HR in 2025" – People Management (peoplemanagement.co.uk)

• "The role of organisational justice in employee turnover" – Taylor & Francis Online (tandfonline.com)

• "Perceived Organisational Injustice and Employee Turnover Intentions" – ResearchGate (researchgate.net)

• "Burnout and Emotional Exhaustion: Impact on Workplace Behaviour" – MDPI (mdpi.com)

• "The psychological impact of workplace mistreatment and its link to turnover" – Frontiers in Psychology (frontiersin.org)