UAE jobs: Why are employees ‘revenge quitting’? Dubai career experts weigh in

Employees are no longer resigning quietly but using their departures to make a statement—calling out workplace issues in company-wide meetings, sharing unfiltered exit interviews, and leaving behind detailed accounts of workplace conditions for leadership to confront.

What is revenge quitting and why is it becoming so popular?

“Unlike normal quitting, where someone recognises, they’re unhappy with how they’re being treated and simply looks for another job, revenge quitting is about making their frustrations known. It often involves a dramatic, abrupt, or ‘storming out’ exit to send a clear message that they are done,” Dubai-based career coach Zeta Yarwood told Arabian Business.

She added there is often a public aspect to revenge quitting, with employees resigning in a way that attracts attention, whether through social media or other means, and is usually done to expose workplace issues or hold employers and managers accountable.

However, Noona Nafousi, another Dubai-based career coach explained revenge quitting “is more than just leaving a job”.

“It’s an act of reclaiming power. It’s when an employee quits in a way that makes a statement—whether that’s a dramatic exit, publicly exposing toxic leadership, or ensuring their absence is felt,” she said, adding that we live an era where “people are no longer willing to tolerate environments that deplete them.”

“Employees have seen what happens when they stay in places that don’t value them—it drains their confidence, crushes their energy, and keeps them small. And they’re done playing that game. People are waking up to the fact that they deserve better, and social media has amplified this movement. They’re seeing others take bold steps, refuse to settle, and rewrite the rules of what a career should look like. And that energy? It’s contagious,” she said.

Yarwood further added that the emergence of this trends and its growing popularity is due to two main factors.

“Firstly, we’ve seen a distinct shift in values since COVID. Before 2020, job security and salary were top priorities. Now, mental health and well-being have become more important, increasing our awareness and sensitivity to what makes us feel well and what doesn’t. This shift has also influenced the decisions we make about what we’re willing—and not willing—to tolerate. Secondly, with the explosion of social media, the concept of revenge quitting can now reach millions. While some might find it genuinely inspiring, others might be doing it purely for social media recognition, seeking to be seen as part of a ‘brave’ trend,” she said.

Disempowerment, lack of recognition, burnout among key drivers of revenge quitting

According to Yarwood, employees are revenge quitting to push back against toxic work environments, lack of recognition, unfair treatment, and burnout cultures and revenge quitting is a way for employees to express dissatisfaction after feeling overlooked or mistreated.

“It can also be about publicly shaming companies and warning job seekers to steer clear. However, there’s also the possibility that, particularly when shared on social media, much of this is about attention-seeking and validation. In short, revenge quitting is about reclaiming control, making a statement, and ensuring that an employee’s dissatisfaction is noticed,” she said.

Nafousi, however, attributes the main reason for employees to ‘revenge quit’ is “disempowerment”.

“People don’t revenge quit because of one bad day—it’s the result of months, sometimes years, of feeling unheard, undervalued, and unappreciated. It happens when employees pour themselves into a role, only to be met with dismissiveness, micromanagement, or toxic leadership. It happens when they see their hard work ignored, their boundaries violated, and their contributions taken for granted. Revenge quitting is a reaction to that deep frustration—it’s the moment someone decides: I will no longer stay somewhere that does not honour me,” she said.

So, what are the signs that your colleague is going to ‘revenge quit’?

According to Nafousi, signs include a lack of contribution to meetings, quiet quitting, or they become “vocal” when frustrated or completely withdrawn.

“You can feel when someone is done. Their energy shifts. They disengage. They stop going the extra mile. They become more vocal about their frustrations, or, in some cases, they withdraw completely. If someone who once cared deeply suddenly stops contributing at their usual level, is ‘quiet quitting’ in meetings, or has a sharp change in attitude—pay attention. You might also see them networking more, updating their LinkedIn, or subtly checking out. A person who is ready to revenge quit is someone who no longer sees the point in staying silent,” she explained.

Echoing the sentiment, Yarwood said the signs of those who are about to ‘revenge quit’ when compared to a regular resignation are “extreme and dramatic.”

“Increased absenteeism, late attendance, and reduced engagement or performance might occur, but they’re often accompanied by a clear, noticeable shift in attitude. They might become increasingly negative, sarcastic, or complaint-driven, often vocalising their frustrations to more people or more publicly. Another sign is isolation, e.g., in meetings or projects. They will begin to distance themselves, as though they’re mentally preparing to sever ties completely while simultaneously emotionally checking out,” she said, adding that when staff quit for revenge, they openly discuss their job hunt with colleagues and criticise the organisation.

They show anger and distress, especially if they feel wronged, she said, with employees choosing to break the rules or miss deadlines before leaving. These behaviours suggest they want to make a point, not just change jobs.

How you leave a company ‘always matters’ say experts

When asked if revenge quitting is considered unprofessional and its impact on future job prospects, Yarwood advised that while revenge quitting may feel “satisfying at the time,” meeting immediate desires for validation if shared on social media, it could cause consequences “further down the line.”

“Revenge quitting is typically an emotionally charged, bitter response which can project low emotional intelligence and immaturity. If shared on social media, it could raise concerns about a person’s need for attention and validation, as well as their impulsivity and possible need for drama, which could be red flags for future employers,” she said, noting that there is a caveat.

“If the reasons behind the revenge quitting (like mistreatment or unethical practices) are well-documented and shared in a responsible manner, the employee may not be at fault, but it still requires careful consideration when explaining the situation to future employers,” she added.

Agreeing with Yarwood, Nafousi said, “The way you leave always matters.”

“The key is how you do it. A strategic, intentional exit—one that protects your integrity and keeps doors open—will always serve you. But if an employee lashes out publicly, it could affect their future opportunities. The lesson? Leave with power, not resentment. You don’t need to prove your worth to anyone. Simply step into spaces where it’s already recognised,” she advised.

Can companies do anything to better the situation?

According to Nafousi, when employees ‘revenge quit’, it brings a significant damage to a company “without question.”

“When employees revenge quit, the damage ripples. It’s not just about losing one person—it’s about the message it sends to everyone who stays. It breeds distrust, lowers morale, and erodes confidence in leadership. And in today’s world, reputations are built—and destroyed—publicly. If a business gains a reputation for mistreating employees, that narrative spreads fast. It affects future hiring, brand perception, and even customer trust. Companies can’t afford to ignore this. They have to be better,” she said, adding that this is why companies must create cultures of empowerment, through:

• Leaders who actually listen, rather than dismiss concerns.
• Fair pay that reflects contribution.
• A work environment where growth and respect aren’t just words—they’re felt, seen, and experienced.

“It’s not about damage control when someone is already at breaking point. It’s about making sure they never get there in the first place,” she added.

Yarwood also advised companies to “act quickly and thoughtfully to avoid escalation,” should warning signs of ‘revenge quitting’ appear.

“The first step is to acknowledge the employee’s frustrations. Creating a safe, non-judgemental space where an employee can air their grievances, without ramifications, is crucial. Giving them a chance to speak and be heard shows that the company takes their feelings seriously and can help to rebuild trust. It’s also important to assess the broader environment—if one employee is about to revenge quit, it could signal deeper issues within the team or company culture,” she said.

Organisations should look into bad treatment that led staff to speak up or quit. They should say apologise when needed and show they will change, which helps fix trust. If workers leave, firms must handle it well and use their views to do better. Companies need systems to stop these problems, like changing how managers work, backing staff health and rewarding people properly, Yarwood said.

“Ultimately, addressing revenge quitting is about recognising that it’s a sign of deeper dissatisfaction. By listening, being open to change, and taking responsibility, companies can mitigate the damage and use the situation as an opportunity for growth,” she advised, adding that an organisation’s image affects its success with clients and staff. When workers quit publicly, it harms the firm’s power to hire and keep people, which hurts work quality. Losing staff cuts output, raises others’ workloads, removes skills, and costs money through hiring and training.

Revenge quitting is a symptom, not the problem

Organisations must focus less on exit styles and more on reasons for leaving, Nafousi noted, pointing out that successful firms build workplaces where staff want to stay, rather than fixing culture after people quit.

“The real power move? Creating workplaces where employees feel seen, valued, and inspired—long before they ever consider quitting,” she concluded.