Deus v. Allstate Ins. Co.

CourtCourt of Appeals for the Fifth Circuit
DecidedMarch 8, 1994
Docket92-04795
StatusPublished

This text of Deus v. Allstate Ins. Co. (Deus v. Allstate Ins. Co.) is published on Counsel Stack Legal Research, covering Court of Appeals for the Fifth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Deus v. Allstate Ins. Co., (5th Cir. 1994).

Opinion

United States Court of Appeals,

Fifth Circuit.

Nos. 92-4795, 92-4995, 92-5069, 92-5294 and 93-5226.

Frank S. DEUS, Plaintiff-Appellant,

v.

ALLSTATE INSURANCE CO., Defendant-Appellee,

Voorhies & Labbé, Intervenor-Appellant.

Frank S. DEUS, Plaintiff,

ALLSTATE INSURANCE COMPANY, Defendant-Appellee,

NATIONAL NEIGHBORHOOD OFFICE AGENTS' CLUB, INC., and Randy J. Lane, Movants-Appellants.

ALLSTATE INSURANCE CO., Defendant-Appellee.

Frank S. DEUS, Plaintiff-Appellant, Cross-Appellee,

ALLSTATE INSURANCE CO., Defendant,

VOORHIES & LABBÉ, Intervenor-Appellee Cross-Appellant.

March 8, 1994.

Appeals from the United States District Court for the Western District of Louisiana. Before HENDERSON,* SMITH, and EMILIO M. GARZA, Circuit Judges.

JERRY E. SMITH, Circuit Judge:

I.

Plaintiff, Frank Deus, was an agent for defendant Allstate Insurance Co. ("Allstate") in its

Jackson, Mississippi, region from 1968 until August 1987, when he suffered a mental breakdown

rendering him unable to work. He now suffers from severe tinnitus (ringing in the ears) and

depression. He claims that Allstate intentionally inflicted severe emotional distress upon him, causing

his breakdown. During the time at issue in the suit, Deus worked under the following managers:

Dave Blankenhorn, Regional V.P.; Ken Artiques, Human Resources; Dusty Rhodes, Territorial

Sales Manager ("TSM"); and Scott Raley, Market Sales Manager ("MSM").

Throughout his nineteen years with Allstate, Deus was a "company office agent," or "COA."

His status as a COA was established through an employment agreement with Allstate, obligating

Allstate to provide support for Deus and his office. Deus's agreement stated that Allstate could not

terminate him for unsatisfactory work unless it first gave him notice, pursuant to a specific

multi-phase procedure to determine that his work was unsatisfactory and that his job was in jeopardy.

After giving notice, Allstate was required to provide Deus a "reasonable opportunity to bring his

performance up to satisfactory standards" and could not fire him for unsatisfactory work if he

responded favorably.

In early 1985, Allstate began the Neighborhood Office Agent ("NOA") program in the

Jackson region. The NOA program was designed to place agents in customers' neighborhoods by

establishing smaller offices in multiple locations around town. The NOA program was part of an

overall plan called Foundation for Growth, designed to increase Allstate's business.

Under the old system, Allstate directly paid office expenses, while under the NOA system,

Allstate provided money directly to the NOA (based upon the agent's production) to spend in

operating an office. An agent also could spend additional money to enlarge his office or staff.

Existing agents entering the NOA program could either retain their old contract and compensation

* Circuit Judge of the Eleventh Circuit, sitting by designation. schedule or convert to a new contract basing compensation upon new business production. After

Allstate began the NOA program, all new agents were hired into that program.

Allstate realized that the NOA program would disrupt existing company offices and the agents

who stayed in them, but it believed that the NOA system was the best way to facilitate growth and

market reach for the company. Managers in the Jackson region notified their agents of the expected

detrimental impact on the existing agents of the transition to the NOA system. Agents were made

aware that the marketing advantages of the NOA system would result in stiffened competition.

As agents left the company offices, the most desirable NOA locations would be taken by those

agents who first elected to enter the NOA program. The agents were warned that as agents left

company offices to go into NOA offices, it could become necessary to close and/or consolidate those

offices or move the remaining agents to more productive locations. Further, as the number of agents

in a particular office decreased, secretarial help and other administrative support probably would be

cut back accordingly.

These statements were made as factual representations of what the company expected to see

as a consequence of the development of the NOA program. Although some agents personally

perceived these warnings as threats, there was no probative testimony to support the claim that it was

Allstate's goal to pressure existing agents to convert to the new program.

Groups of similarly-situated agents, called peer groups, formed the basis for the agent ranking,

performance evaluation, and disciplinary procedures. As the NOA agents became established, the

peer groups were changed to avoid comparisons among agents with disparate marketing advantages

and production possibilities. Rate changes in rural areas also necessitated protecting those agents

from comparisons with agents operating in a more competitive market. There was no probative

testimony supporting Deus's contention that his peer group was altered for the purpose of inflicting

emotional distress on him.

Some veteran agents, such as Deus, were apprehensive about joining the NOA program,

which could be more risky because of the need for more aggressive selling and its emphasis on new

business. The advertising and other marketing advantages offered to agents entering the NOA program also caused apprehension for the remaining COA's. There is no evidence, however, that

Allstate's actions were anything other than efforts to encourage participation in the NOA program

and to exemplify its emphasis on developing new business.

In 1984, Allstate fired twenty percent of the managers in Deus's office and brought in a

number of new people. There is evidence that these changes increased tension for everyone in that

office. But there is no indication that Deus was the only agent affected or that the changes were

made with the intent of causing anyone emotional distress.

During the 1985-87 time period, Allstate's disciplinary process in the Jackson region involved

three steps: the unsatisfactory business analysis review, the corrective review (a ninety-day period

during which an agent had to meet the sales averages of his peer group), and the job-in-jeopardy (a

second ninety-day period during which an agent again had to meet specific sales goals), the last of

which could lead to termination. The job-in-jeopardy could not be administered without the written

approval of the Jackson managers as well as an agent's territorial and district sales managers. At each

step, if the goals were met, the disciplinary process would cease.

Deus was placed on corrective review in 1985 and 1987. At the end of his second corrective

review term, he had not met his goals. He claims that his failure resulted from Allstate's manipulating

the deadline for submitting new accounts.

Nonetheless, Deus was taken off formal corrective review. Scott Raley placed Deus on an

unofficial, verbal, local review program that could not result in Deus's termination. Following this

discussion with Raley, Deus left work and never returned.

During the period of time that Deus identifies as creating mounting stress, his pre-existing

tinnitus altered in character and intensified. He admitted to making errors and mistakes at work and

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