What is 'revenge quitting'? Is this rising trend the only way to fight toxic workplaces? New report offers solutions

A new workplace buzzword is reshaping conversations around employee burnout and corporate culture, as experts ask whether abruptly walking out is becoming the last resort for workers trapped in toxic environments.

The year 2026 has been labelled the era of “revenge quitting”, a term used to describe employees resigning without notice as an act of protest against workplace conditions. Unlike traditional resignations, revenge quitting involves leaving on the spot, often after reaching a personal breaking point.

The trend follows earlier workplace phenomena such as quiet quitting, where employees do the bare minimum to remain employed, and loud quitting, which involves highly public and critical exits. Revenge quitting, however, is more abrupt and emotionally driven, signalling deeper dissatisfaction rather than disengagement alone.

Nearly half of workers admit to doing it

According to a recent Monster report based on a survey of over 3,600 US workers conducted in March 2025, revenge quitting is far more common than many employers expect. The report found that 47 percent of respondents admitted to quitting a job suddenly without notice to express frustration, while 57 percent said they had witnessed at least one colleague do the same.

The findings suggest the trend cuts across age and experience levels. Many employees who opted to revenge quit were not early career workers but seasoned professionals who had spent more than two years in the same organisation before walking away.

Toxic culture, not pay, drives sudden exits

The Monster survey highlights that money is rarely the main trigger. Instead, employees pointed to deeper workplace issues. Toxic work environments were cited by 32 percent of respondents, followed closely by poor management at 31 percent and feeling undervalued at 23 percent. Only four percent said low pay was the primary reason for quitting immediately.

Monster career expert Vicki Salemi described these resignations as warning signs rather than isolated decisions. “Sudden resignations aren’t just individual exits, they’re warning signals flashing across workplace culture,” she said in the report. “When workers walk out without notice, it’s often because they’ve lost trust in leadership or feel their voices aren’t heard.”

Is revenge quitting justified

Despite its disruptive nature, the practice appears to have broad support among employees. The Monster report found that 87 percent of workers believe revenge quitting is justified in a poor work environment, while 52 percent view it as a valid form of protest. Nearly 90 percent said they would support a colleague who chose to quit abruptly due to toxic conditions.

However, the impact on remaining staff can be severe. Almost 60 percent of workers reported being left to pick up the slack after a colleague revenge quit. Projects often stall, workloads increase, and team morale suffers, sometimes recreating the very environment that pushed someone to leave.

The visibility of revenge quitting has made it hard for companies to ignore. Around 23 percent of respondents said they had seen one or two coworkers quit abruptly, while 15 percent reported witnessing six or more such exits. These sudden departures can disrupt operations and expose leadership gaps that may otherwise remain hidden.

What could stop employees from walking out

The Monster report also asked workers what changes might prevent revenge quitting. Improved workplace culture topped the list at 63 percent, followed by greater recognition for contributions at 47 percent. Nearly half said a new manager or a pay raise could make a difference, while 42 percent pointed to the need for clear career progression.

Experts say these findings underline the importance of proactive leadership. Creating respectful environments, training managers to listen, recognising employee contributions and offering fair pay and growth opportunities are seen as key to retention.

While revenge quitting may feel empowering to those who choose it, the data suggests it is less about impulse and more about accumulated frustration. As workplaces grapple with this growing trend, the question remains whether sudden exits are acts of defiance or simply the final response when employees feel there are no other options left.