Ongoing workplace issues including mistreatment, normalizing toxic behavior and having no accountability for workplace culture have resulted in a trend known as revenge quitting, Fast Company reported.
This workplace phenomenon, which has been on the rise since the 2000s, sees workers quitting their jobs not just for better opportunities, but as a means of protesting and self-preservation to oppose unfair treatment.
Previously, the fear of economic instability, social stigma and prioritizing job stability over personal dignity kept many workers from leaving their jobs in this manner. But unprecedented inequality as well as other geopolitical risks are causing an increase in revenge quitting.
Firms wanting to address this issue can gain a lot, but they must go beyond diversity, equity and inclusion or utilizing human resources strategies. The way to go is creating a real sense of belonging that can reform workplace culture and increase engagement.
When workers resign from their jobs as a final act of protest against toxic workplace conditions, the impact on organizations can be considerable. One of the most obvious consequences is financial loss. Workers quitting abruptly could increase expenses related to recruiting, hiring, training as well as a loss in productivity and project disruptions.
Organizations also lose valuable institutional knowledge and skills when experienced workers quit, hindering innovation, continuity and long-term strategy.
Workers leaving abruptly also sends a strong message to staff who remain, possibly having a detrimental effect on office morale, trust and engagement.
According to Fast Company, high-profile cases of revenge quitting can also do damage to a firm’s reputation, impacting customer relationships and investor confidence.
Finally, revenge quitting can have lasting consequences on workplace culture. If the toxic behavior that caused the resignation continues to be unaddressed, remaining employees may become disengaged, leading to a dip in work quality.
The author's research has found that when workers have a real sense of belonging, they are more engaged and loyal, they produce more innovative and creative solutions, and they become more reliable and productive.
Additionally, belonging buffers against workplace stressors that lead to toxic behaviors by reducing feelings of isolation, mitigating burnout and encouraging active listening before making decisions. This, in turn, decreases the likelihood of employees making unexpected and retaliatory exits.
Workers want to work for firms that respect their individuality and value their contributions. High-performing teams do well when there is accountability, fair conflict resolution and a culture based on feedback and learning. Addressing toxic behaviors in their early stages helps in maintaining trust and limiting the risk of retaliatory quitting.
It is also necessary to distinguish between belonging and merely fitting in. True belonging is a reciprocated behavior between workers and the companies they work for, and not just the employee’s responsibility. Companies that focus only on forcing workers to “fit in” overlook the systemic shifts that are necessary to cultivate true benefits.
Belonging is based on active commitment to the five core indicators. These are: comfort, connection, psychological safety and well-being. Each indicator is necessary in reducing workers' inclination to disengage or quit out of frustration or retaliation, Fast Company stated.