Daley v. Aetna Life & Casualty Co.

734 A.2d 112, 249 Conn. 766, 15 I.E.R. Cas. (BNA) 651, 1999 Conn. LEXIS 270
CourtSupreme Court of Connecticut
DecidedAugust 3, 1999
DocketSC 16083
StatusPublished
Cited by171 cases

This text of 734 A.2d 112 (Daley v. Aetna Life & Casualty Co.) is published on Counsel Stack Legal Research, covering Supreme Court of Connecticut primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Daley v. Aetna Life & Casualty Co., 734 A.2d 112, 249 Conn. 766, 15 I.E.R. Cas. (BNA) 651, 1999 Conn. LEXIS 270 (Colo. 1999).

Opinion

Opinion,

KATZ, J.

The named plaintiff, Virginia L. Daley (Daley),1 an at-will employee, brought an action against her former employer, Aetna Life & Casualty Company (Aetna), and Michele Flynn, a regional manager at Aetna and Daley’s supervisor, claiming, inter alia, wrongful termination of her employment allegedly in retaliation for statements that she had made that were critical of Aetna’s failure to implement its highly publicized “family-friendly” workplace policies. The trial court directed a verdict in favor of the defendants on certain counts, and the jury returned a verdict in favor of the defendants on Daley’s remaining claims. Thereafter, the trial court rendered judgment on all counts for the defendants. This appeal followed.

I

BACKGROUND FACTS

The jury reasonably could have found the following facts. Daley had worked for Aetna from October, 1985, until her discharge in November, 1993. She was hired initially as an interior designer to work on a long-term project to renovate Aetna’s home office. In 1989, she transferred to Aetna’s corporate leasing department, where she was responsible for coordinating design development and modifying Aetna’s field offices nationwide. For the years 1989 and 1990, Daley received [770]*770annual performance evaluations in which several supervisors expressed dissatisfaction with her work, including her inability to communicate effectively with colleagues and clients, her persistent failure to meet project deadlines, her failure to take action on important assignments, and her failure to accept responsibility for her own shortcomings.

In November, 1990, Flynn began work at Aetna as a regional manager, and Daley’s supervisor, in Aetna’s corporate leasing department. Soon thereafter, Aetna announced a major reorganization and restructuring, scheduled to begin the following year, which called for a reduction in the number of designers in the corporate leasing department. Around that same time, Daley informed Flynn that she was pregnant.

In early 1991, Flynn assessed Daley’s work performance for the previous year and noted in her written evaluation Daley’s continued inability to complete projects on time and her failure to update colleagues and clients on the status of ongoing projects. Flynn offered Daley specific suggestions to improve her performance, including suggestions that she organize and manage her time more efficiently, plan her projects more carefully, prioritize her workload, and develop teamwork skills to coordinate and improve communication with team members. Soon thereafter, Flynn approved a $2100 raise for Daley.

In July, 1991, Daley gave birth to a son and commenced a six week period of paid maternity leave, followed by an additional two weeks of paid vacation time. Sometime during her initial absence, Daley telephoned Flynn to request an alternative schedule to take effect upon her return that would enable her to work from home one day per week. After discussing Daley’s request with her superiors, Flynn decided that, given the effects of the ongoing reorganization process, including [771]*771increased workload, the decreased staff, the team-oriented environment, the need to train staff members with new procedures, and the changing needs of the department’s customers, she could not accommodate a work-at-home schedule. At the time, Daley considered Flynn’s decision to deny her request reasonable.

Daley returned to work on September 15, 1991, in the midst of Aetna’s reorganization. By October of that year, eight designers in the corporate leasing department had lost their jobs. Daley, however, was one of the designers chosen to remain in the department. Flynn, in concert with two other regional managers, had promoted Daley to a new position as design project manager, where she would undertake greater responsibility for project management as opposed to actual hands-on design.

By mid-November, 1991, Daley brought her request to arrange a work-at-home schedule to Lorraine Hritzko, an Aetna human resources representative. After discussing the request with management, Hritzko informed Daley that management still considered it an inappropriate time to accommodate her work-at-home request. Shortly thereafter, Daley sought permission from Flynn to use one day per week as vacation time through the end of the year. Flynn denied that request.

At or about the same time, Flynn approached Daley to express concern about Daley’s continued inability to complete key projects in a timely fashion. On November 25, 1991, in response to that conversation, Daley sent Flynn a letter in which she pledged to “get very serious about producing the quantity and quality of work that is required.” Thereafter, beginning in January, 1992, Flynn met with Daley weekly to discuss Daley’s progress and to review strategies for improving work performance. Despite these efforts, Flynn concluded in Daley’s 1991 evaluation that: Daley had failed to display [772]*772the level of commitment required to attain increased project loads; she continued to have difficulty in meeting deadlines; and her inadequate performance damaged the ability of the unit to achieve its objectives. Daley acknowledged her unsatisfactory work record and, for a second time, promised to improve her performance. Despite her representations, over the next three months Daley continued to produce substandard work.

In the beginning of February, 1992, Daley approached Hritzko a second time seeking to arrange an alternative work schedule. When that request was denied, Daley told Hritzko that management’s unwillingness to accommodate her work-at-home request was not consistent with “meeting what the company said about its family flexibility program,” and that she “was going to have a real problem if this doesn’t get ironed out in one way or the other . . . .”

By March 9, 1992, Daley’s work showed no signs of improvement. Consequently, Flynn issued Daley a written warning, the first step in Aetna’s progressive discipline policy. In accordance with that policy, Flynn advised Daley that if her performance did not improve within the next twelve months, she would be placed on probation. After a temporary improvement in the quality of her work, Daley’s performance deficiencies resurfaced. On October 21, 1992, Flynn placed her on a thirty day probation.

On November 9, 1992, Aetna’s internal newspaper ran an article discussing a “Good Guy” award presented to Aetna chairperson Ronald Compton by the National Women’s Political Caucus in recognition of Compton’s support of model family and medical leave programs. One week later, after reviewing the article, Daley drafted an interoffice memorandum to Compton expressing her dissatisfaction with Aetna’s “flexible family [work] arrangements . . . The memorandum [773]*773described Daley’s own experiences in attempting to secure a work-at-home schedule, and her disappointment with Aetna’s failure to implement its heavily promoted flexible scheduling policies. The memorandum also described the experiences of five unidentified coworkers, two of whom had allegedly left the company because management had denied their alternative schedule requests, and three of whom remained at Aetna despite having been denied requests for alternative schedules.

Free access — add to your briefcase to read the full text and ask questions with AI

Related

Dunn v. Northeast Helicopters Flight Services, LLC
Supreme Court of Connecticut, 2023
Gleason v. Smolinski
88 A.3d 589 (Connecticut Appellate Court, 2014)
Rafalko v. University of New Haven
19 A.3d 215 (Connecticut Appellate Court, 2011)
DAIMLERCHRYSLER INS. CO., LLC v. Pambianchi
762 F. Supp. 2d 410 (D. Connecticut, 2011)
STANCUNA v. Schaffer
998 A.2d 1221 (Connecticut Appellate Court, 2010)
McClain v. PFIZER, INC.
692 F. Supp. 2d 229 (D. Connecticut, 2010)
State v. Singleton
974 A.2d 679 (Supreme Court of Connecticut, 2009)
Faghri v. University of Connecticut
608 F. Supp. 2d 269 (D. Connecticut, 2009)
Valenti v. Torrington Board of Education
601 F. Supp. 2d 427 (D. Connecticut, 2009)
Indiaweekly. Com, LLC v. Nehaflix. Com, Inc.
596 F. Supp. 2d 497 (D. Connecticut, 2009)
Haberern v. Goodrich Pump & Engine Control Systems, Inc.
598 F. Supp. 2d 268 (D. Connecticut, 2009)
Van Kruiningen v. PLAN B, LLC
485 F. Supp. 2d 92 (D. Connecticut, 2007)
Morron v. City of Middletown
464 F. Supp. 2d 111 (D. Connecticut, 2006)
Dontigney v. Paramount Pictures Corp.
411 F. Supp. 2d 89 (D. Connecticut, 2006)
IM PARTNERS v. Debit Direct Ltd.
394 F. Supp. 2d 503 (D. Connecticut, 2005)
Preston, Jay v. WI Health Fund
Seventh Circuit, 2005
Iosa v. Gentiva Health Services, Inc.
299 F. Supp. 2d 29 (D. Connecticut, 2004)
McIntyre v. Fairfield University, No. Cv 02 0391471 (Mar. 3, 2003)
2003 Conn. Super. Ct. 2924 (Connecticut Superior Court, 2003)

Cite This Page — Counsel Stack

Bluebook (online)
734 A.2d 112, 249 Conn. 766, 15 I.E.R. Cas. (BNA) 651, 1999 Conn. LEXIS 270, Counsel Stack Legal Research, https://law.counselstack.com/opinion/daley-v-aetna-life-casualty-co-conn-1999.