5 ways employers can prevent employees from ‘revenge quitting’ in 2025

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 revenge quitting.

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, unprecedented inequality and other geopolitical risks are causing an increase in revenge quitting and similar behaviours.

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 toxic workplace conditions, the impact on organizations can be significant. One of the most obvious consequences is financial loss. Sudden departures lead to expenses related to recruiting, hiring, training, as well as lost productivity and project disruptions.

Organizations also lose valuable institutional knowledge and skills when experienced employees quit, hampering innovation, continuity and long-term strategy.

The abrupt departure of employees also sends a powerful message to remaining staff, potentially leading to decreased morale, trust and engagement.

High-profile cases of revenge quitting can also damage an organization’s reputation, affecting customer relationships and investor confidence.

Finally, revenge quitting can have lasting consequences on workplace culture. If the toxic behaviour that caused the resignation remains unaddressed, remaining employees may become disengaged, leading to a decline in work quality.

Mitigating the risk of revenge quitting

My research has found that when employees feel a genuine sense of belonging, they are more engaged and loyal, they produce more innovative and creative solutions, and they are more reliable and productive.

Moreover, belonging buffers against workplace stressors 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.

Employees want to work for companies that respect their individuality and value their contributions. High-performing teams thrive when there is clear accountability, fair conflict resolution and a culture of feedback and learning. Addressing toxic behaviours early helps maintain trust and reduces the risk of retaliatory quitting.

It’s also essential to distinguish between belonging and merely fitting in. True belonging is a reciprocated behaviour 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 five core indicators of belonging: comfort, connection, psychological safety and well-being. Each indicator 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 temperature, noise and ergonomics matter, social comfort 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 allows toxicity to go unchecked.

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 buffer against stress and enhance resilience. 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 increase engagement and build emotional attachment, 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 meaningful and valued. Recognition activates the brain’s reward system, which reinforces motivation and increases engagement. 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, ensuring employees know their work is valued.

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 fosters commitment and decreases the likelihood of employees resigning.

Pillar 4: Psychological safety

Ensuring employees’ ideas and concerns are met with curiosity and understanding is crucial for retention. In fear-based workplaces, stress inhibits cognitive function and creativity.

Leaders must create environments where feedback is welcomed, mistakes are viewed as learning opportunities and employees feel empowered to express their perspectives.

Employees feel safe when they work in an environment where feedback is taught and encouraged. 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 psychological safety.

Pillar 5: Well-being

Employee well-being is tied to cognitive function, emotional regulation and job satisfaction. Employees experiencing chronic stress, burnout or work-life imbalances are more likely to disengage and eventually quit.

Workplace programs that support mental and physical health are crucial. Offering flexible work arrangements, mental health and stress management resources, normalizing breaks and setting boundaries helps sustain employee energy and commitment.

More than a checkbox

Revenge quitting isn’t just a series of isolated incidents, but a reflection of a deeper, systemic disregard for worker dignity.

The workforce has changed, with employees now prioritizing workplaces 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, Adjunct Faculty in Industrial and Organizational Psychology, Adler University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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