Workplace Culture Issues Are the Key
During the past few months, I have examined the workplace behavior characteristics of Millennials and Gen Z workers. I examined the concept of “quiet quitting.” Today I will look at the implications for ethical workplace behavior and success in keeping these workers happy, a critical aspect in developing meaningful activities. I have blogged about this before. However, a recent survey by Monster, an online job search platform that connects job seekers with available jobs, sheds new light on this phenomenon.
Gen Z is the generation born between 1997 and 2012. According to a CNBC|SurveyMonkey Workforce Survey, when it comes to workplace engagement, Gen Z (like Millennials) have been criticized for their workplace habits. Gen Z are accused of being “too casual in professional settings” and have been declared “the most challenging generation to work with.” Millennials have been scrutinized for years, being called everything from the “job hopping generation” for quitting jobs frequently to “the tethered generation” for an over-reliance on their parents.
Characteristics of Quiet Quitters
Quiet quitting does not mean that employees outright quit their job. While employees do not stop performing their duties, they quit the idea of going above and beyond. They no longer subscribe to the hustle culture mentality that work must be first in our lives. Millennial and Gen Z workers are at the forefront of the movement. Baby Boomers and Gen X workers are older and less likely to leave their jobs. Gen Z is driving the trend with a higher percentage leaving jobs without another to go to.
According to a study by Gallup, quiet quitters make up at least 50% of the U.S. workforce. Many quiet quitters fit its definition of being “not engaged” at work — people who do the minimum required and are psychologically detached from their job. Gallup found a decline in engagement and employee satisfaction among remote Gen Z and younger Millennials – those below age 35.
According to research by LLC, when quiet quitters decide to do the bare minimum in their roles, they’re often pushing some of their responsibilities off on others, whether they realize it or not. Naturally, that isn’t going to go over well with some of the quiet quitter’s colleagues. In the LLC report, 62% of employees surveyed said they are annoyed by the trend of quiet quitting, with 57% stating that they had to take on extra work because a colleague had quietly quit.
Signs of Quiet Quitting
The following signs of quiet quitting illustrate why this trend could be dangerous for employers. Taking it to an extreme, it could bring into question one’s work/life balance, and wellness and negatively affect the workplace culture. Here are 10 signs that an employee is engaged in quiet quitting.
- Disengagement on a chronic basis.
- Performance only to the minimum set of performance standards.
- Avoiding initiatives.
- Missing deadlines.
- Isolation from other members of the team.
- Withdrawal from any non-necessary conversations, activities or tasks.
- Attendance at meetings but not speaking up or taking action.
- Increased absenteeism or tardiness.
- Frequent complaints about the job or colleagues picking up their slack.
- Lack of interest in career advancement.
The key point is quiet quitters are no longer engaged in the organization in a meaningful way. Such behavior creates a barrier to wellness in the workplace. It has major implications for Generation Alpha, the demographic cohort born approximately between 2010 and 2025. Will they follow the same path when they join the workplace?
Monster Survey Revenge Quitting Poll
Revenge quitting is a workplace trend where employees suddenly resign without notice to express frustration. It has become a growing phenomenon in today’s evolving job market. According to the Monster survey of more than 3,600 U.S. workers conducted in March 2025, the practice is far more prominent than employers knew, and they must pay attention to it. The reasons are many as discussed below. Here is why Millennials and Gen Z employees tend to quietly quit their jobs.
- 47% of workers say they’ve quit a job abruptly to express dissatisfaction
- 57% of workers have witnessed at least one coworker revenge quit
- 87% believe revenge-quitting is justified in a poor work environment.
- 52% see it as a valid form of protest
- 35% believe it’s only justified in extreme cases
These numbers reveal that revenge quitting is not just a passing trend. It is a serious indicator of employee disengagement and dissatisfaction
Why Employees Revenge Quit
When asked about their motivations, workers pointed to relationships within the workplace, especially with how they are treated by management including:
- Toxic work environment – 32%
- Poor management or leadership – 31%
- Feeling disrespected or undervalued – 23%
- Unmet promises or expectations – 5%
- Low pay or lack of benefits – 4%
- Poor work-life balance – 3%
- Lack of career growth opportunities – 2%
In short, most employees don’t walk out for money alone. The reasons are many, but employers should focus attention on the workplace culture, ethical leadership, respecting employees, and the commitment to socially responsible causes that Millennials and Gen Z tend to support. By committing to these initiatives, the manager demonstrates that there is real interest in them on the part of the organization. Of course, the organization must follow up with the commitment of personnel and resources to these causes.
What Employers Need to Know
Revenge quitting is more than an individual decision—it’s a reflection of systemic issues in workplace culture. Employers who want to reduce turnover should focus on:
- Creating safe, respectful work environments.
- Training managers to lead with empathy and clarity.
- Recognizing and rewarding contributions.
- Offering competitive pay and clear career paths.
- Developing meaningful continuing education that enhances promotion opportunities.
- Pursuing social responsibility initiatives that correspond with Millennials and Gen Z objectives.
- Committing to sustainability initiatives and developing environment, social, and governance practices (ESG).
In today’s competitive job market, addressing these issues proactively could mean the difference between losing talent suddenly—or building a loyal, long-term workforce.
Blog posted by Steven Mintz PhD, Professor Emeritus Cal Poly San Luis Obispo, on November 20, 2025. Learn more about Steve’s activities by checking out his website at: https://www.stevenmintzethics.com/.