Hui Chen v. Ochsner Clinic Foundation

630 F. App'x 218
CourtCourt of Appeals for the Fifth Circuit
DecidedNovember 5, 2015
Docket15-30007
StatusUnpublished
Cited by12 cases

This text of 630 F. App'x 218 (Hui Chen v. Ochsner Clinic Foundation) 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
Hui Chen v. Ochsner Clinic Foundation, 630 F. App'x 218 (5th Cir. 2015).

Opinion

PER CURIAM: *

In this employment discrimination case, the district court granted summary judgment to the defendants, Ochsner Clinic Foundation and Ochsner Clinic, a Professional Corporation (Ochsner). The plaintiff, Hui Guo Chen (Chen), appeals. We affirm.

I

The following facts are not in dispute, unless otherwise noted. Chen, a native of China, began working for Ochsner in 1990. After many years as an equipment mechanic, he assumed responsibility in 2006 for the maintenance of the tube system at one of Ochsner’s hospitals. Because the tube system — which transported medications, specimens, and other items between various locations in the hospital— required extensive maintenance, it was his “sole responsibility.”

When Chen’s work with the tube system began, his supervisor was Nicholas Sciam- *221 bra. Sciambra gave Chen positive performance reviews in 2008, 2009, and 2010, and rated him “Exceeds Expectations.” Even so, those evaluations did include suggestions for improvement. The 2008 and 2009 evaluations contained generic comments that Chen should continue to “develop his skills” with the tube system. The 2010 evaluation went further, adding that “[i]n the last 12 months Chen has had some problems with trouble shooting different types” of tube-system problems and noting he “seems to lose his confidence and rely on ... co-workers” when he encounters a problem he cannot resolve. Chen’s overall rating in that evaluation was 6.25, down from 6.80 in 2008 and 2009. To protest the lower performance rating and critical comments in the 2010 evaluation, Chen initially refused to sign it.

Chen’s 2011 evaluation was completed by Gary Jallans, his new supervisor. That evaluation rated him as “Achieves Expectations,” with a performance rating of 4.85. According to the evaluation, Chen’s continued “problems trouble shooting the tube system” led the hospital to “bring in additional] help to resolve” tube-system problems. It further noted that Chen needed to “work on his communications skills so that he can speak ... in a relaxed manner.” Attached to the evaluation was an “Employee Learning Map” that required Chen attend an advanced training class on the tube system offered by the manufacturer at the hospital’s expense.

In July 2011, Jallans and Sciambra met with Chen to discuss his evaluation. It did not go well. The facilities director, Michael Lawson, happened upon the meeting and heard a “loud discussion” prompted by a disagreement about Chen’s “Achieves Expectations” rating. The meeting ended early and Chen was sent to the employee health unit because he was feeling faint. Chen met twice the following week with Allison Atkinson, a human resources associate for Ochsner, to discuss the evaluation. Two more meetings with Lawson followed, but Chen continued to decline to sign the evaluation or agree to attend tube-system training.

Later that year, Chen injured his ankle at work. He filed a workers’ compensation claim and was on leave from September 2011 to November 2011. While Chen was on leave, the back-up tube-system technician, Eric Danos, took his place. Danos found what he and his supervisors believed were indications that the tube system was not properly maintained under Chen’s care; for example, Danos concluded that the system was missing eighty-nine tubes and forty-two more were cracked. To remedy these issues and prevent further problems, the supervisors instituted a number of requirements, including daily inspections of each of the hospital’s fifty-eight tube stations and systematic monthly reporting on the state of the tube system.

Upon Chen’s return in November 2011, he met with Lawson to discuss the list of necessary maintenance on the tube system and the new inspection and reporting requirements. Lawson reported that Chen disputed the necessity of the repairs and again declined to attend the manufacturer’s training class. Later that month, Chen relented and agreed to participate in training.

Jallans issued Chen a “corrective action” on December 5, 2011, citing various instances of excessive tube-system downtime that he attributed to Chen’s failure to correctly diagnose problems. The corrective action noted “Chen is expected to be able to assess and accurately diagno[se] tube system problems” promptly. Chen disputed the factual basis for the reprimand and appealed. While that appeal was pending, Chen was placed on probation in connection with another dispute. In the course *222 of responding to an after-hours call for assistance, Chen spoke to Jallans by telephone. According to Jallans, Chen refused to follow basic instructions that would have re-established a connection between the tube system computer and power station computer and allowed the tube system to be remotely monitored. Supervisors did not learn of the failure to reestablish the connection until the following morning. Chen disputed the accuracy of Jallans’s account, accused Jallans of trying to set him up, and appealed.

Ochsner denied Chen’s appeal of his first corrective action in January 2012, noting that “[Chen’s] refusal to take direction from [his] direct supervisor and [his] continued disruptive behavior ... [was] unacceptable.” The appeal of his probation was denied a month later; the denial concluded that “[Chen’s] manager provided [him] with clear direction of the steps that needed to be taken to resolve the shutdown and that [Chen’s] failure to follow said instructions resulted in unnecessary downtime,” which “eompromise[d] [Ochs-ner’s] ability as an organization to deliver top quality care to [its] patients.”

In the weeks leading up to Chen’s termination, he informed Jallans that ankle pain sometimes bothered him as he performed the required daily inspections of the tube stations; Jallans responded that he should rest when that occurs and resume the inspections once he is able. In one twenty-five day period, Chen had performed only six of the required inspections. On April 19, 2012, Chen’s employment with Ochsner was terminated. The termination notice cited Chen’s receipt of multiple corrective actions and probation, as well as his prolonged refusal to agree to attend training.

Chen sued Ochsner in September 2013, alleging his termination was the result of discrimination. He brought claims for race and national origin discrimination, hostile work environment, and retaliation under Title VII of the Civil Rights Act of 1964, 1 under 42 U.S.C. § 1981, and under the corresponding Louisiana law. 2 He also brought claims under the Americans with Disabilities Act 3 and its Louisiana counterpart. 4 The district court granted summary judgment on these claims to Ochsner and Chen timely appealed.

II

“We review a district court’s grant or denial of summary judgment de novo, applying the same standard as the district court.” 5

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630 F. App'x 218, Counsel Stack Legal Research, https://law.counselstack.com/opinion/hui-chen-v-ochsner-clinic-foundation-ca5-2015.