Gen Z workers are making ‘revenge quitting’ a viral trend — but their theatrical exits are just a symptom of a larger crisis plaguing US workplaces

Unlike “quiet quitting,” it’s an emotional, defiant rejection of poor treatment. But it also reflects a deeper shift — a growing frustration among younger workers who feel the job market no longer meets their needs.

How ‘revenge quitting’ became a thing

Revenge quitting videos often show employees walking off the job mid-shift or posting viral resignation messages online.

While the trigger might be a minor slight, workers typically cite deeper causes, such as poor pay, lack of recognition, or being passed over for promotions.

This shift reflects a broader cultural reset. According to a report from The Shift, pandemic-era stress reshaped priorities, especially for younger workers who now expect ethical leadership, psychological safety, and growth opportunities. There’s also growing resistance to “hustle culture” and micromanagement.

Remote and hybrid work has further strained connection, with only 43% and 51% feeling connected to senior leadership and their company, respectively, according to The Shift.

Social media amplifies these exits, turning individual acts into part of broader conversations about outdated workplace norms. But as Fortune notes, revenge quitting isn’t just about one generation — it’s a symptom of organizations failing to evolve with the times.

Workplace culture, disengagement, and burnout

As of 2024, only 21 % of workers worldwide report being engaged at work — down from 23 % in 2023. Manager engagement also declined to to 27 %, according to Gallup’s “State of the Global Workplace” report.

Low engagement contributes to rising burnout, emotional exhaustion, and “boreout” — a state of apathy caused by dull or stagnant work.

Globally, disengagement is estimated to cost the economy around $8.8 to 8.9 trillion annually, or about 9 % of global GDP. In 2024 alone, Gallup estimated $438 billion in lost productivity from disengaged workers.

Employee well-being is slipping, too: only 33 % of global workers now say they are “thriving,” a decline is driven in part by worsening manager well‑being, according to the State of the Global Workplace report.

What can employers do?

Employers who ignore signs of disengagement risk high turnover, reputational damage, and productivity costs. Following these strategies can help:

Invest in manager training: Just 44 % of managers receive any training, despite influencing 70 % of team engagement. Training in communication, coaching, and inclusive leadership can boost engagement by 10–22 %, and manager well-being can improve from 28 % to 50 % with developmental support, according to Gallup.

Clarify expectations and improve feedback: Employees frequently cite unclear roles, lack of recognition, and weak team connection. Regular, meaningful check‑ins help build trust, clarity, and psychological safety.

Support work‑being and work-life balance: Burnout and “boreout” both fuel disengagement. Companies can counter this by enabling flexible schedules, meaningful responsibilities, mental health resources, and career growth opportunities.