The growing levels of stress and distrust in the workforce are starting to show up in the number of people who plan to vote with their feet and leave their jobs abruptly. New data shows a growing number of disgruntled employees now prefer to exact workplace payback sooner than later.

The revenge quitting phenomenon isn’t new, but survey data by job posting site Monster suggests it’s on the rise. Respondents noted an uptick in employees angered by one or more workplace factors unexpectedly resigning their positions and storming away, often loudly airing recriminations about their old jobs. Nearly half, or 47%, of the 3,600 people Monster polled this year said they’d up and quit in that way — intentionally leaving managers and colleagues both short-handed and flustered.

That marked a considerable increase over the 17% of respondents to a January survey by tech advice platform Software Finder who admitted having walked off a job in that disgruntled fashion. Perhaps just as dangerous for business owners who value staff stability, even higher numbers of poll participants voiced support of revenge quitting.

Fully 57% of Monster respondents said they’d observed at least one co-worker dramatically bolt from their job, with 34% saying they’d seen between two and six colleagues abruptly slam the door that way. Another 87% of participants said they considered the move justified in protesting poor workplace environments.

Leading reasons cited for undertaking the resign, rant, and run approach were toxic work environments, poor management or leadership, feeling disrespected or undervalued, and unmet promises or expectations. Bad pay and benefits often intensified the other complaints.

But Monster career expert Vicki Salemi tells Inc. that employers aren’t fated to suffer revenge quitting theatrics, or the disruptions that inflict on staff focus, unity, and productivity. In fact, she urges business leaders to take steps to defuse those situations before they explode.

“There’s an opportunity for employers to get ahead of revenge quitting not only for the sake of reducing turnover, but in an effort to cultivate a workplace where workers feel highly satisfied, productive, valued, and engaged,” Salemi said in emailed comments about the survey. “If they wait until workers are beyond disgruntled and abruptly leave, it’s often too late.”

So what can employers do?

Among the primary measures survey respondents cited as ways employers can avoid vindictive, high-octane resignations include making sure staff feel work environments are safe and respectful, and training managers to lead with empathy and clarity. Other suggestions were to regularly recognize and reward staffers’ contributions, and provide competitive pay and clear career paths.

“Considering 63 percent of workers in Monster’s research from earlier this year said better workplace culture could have prevented (revenge quitting), this is a silver lining,” Salemi said, urging employers to regularly question whether employees are as happy at work as they may appear. “Just because workers haven’t resigned, especially to the extreme of revenge quitting, doesn’t mean it’s a healthy workplace.”

Tribune News Service