Mooney v. Roller Bearing Company of America Inc

District Court, W.D. Washington·Decided April 5, 2022·No. 2:20-cv-01030·Unknown

Opinion

1 2 3 4

5 6 7 UNITED STATES DISTRICT COURT 8 WESTERN DISTRICT OF WASHINGTON AT SEATTLE 9 10 RICHARD MOONEY, CASE NO. C20-01030-LK 11 Plaintiff, ORDER REGARDING THE 12 v. PARTIES’ CROSS MOTIONS FOR SUMMARY JUDGMENT; 13 ROLLER BEARING COMPANY OF DENYING PLAINTIFF’S MOTION AMERICA, INC., TO STRIKE RBC’S EXPERT 14 REPORT; GRANTING Defendant. PLAINTIFF’S MOTION TO RESPONSE; DENYING 16 DEFENDANT’S MOTION TO SEAL 17

I. INTRODUCTION 18 This matter comes before the Court on the parties’ cross motions for summary judgment. 19 Plaintiff Richard Mooney filed a motion for summary judgment on some of Defendant’s 20 affirmative defenses. Dkt. No. 26. Mooney also filed a motion for summary judgment on certain 21 elements of his claims under the Family and Medical Leave Act (“FMLA”) and the Washington 22 23 24 1 Law Against Discrimination (“WLAD”), Dkt. No. 28,1 and a motion to strike one of the responses 2 filed by Defendant Roller Bearing Company of America, Inc. (“RBC”), Dkt. No. 51. Mooney also 3 moved to strike RBC’s expert report and references thereto. Dkt. No. 42. RBC has filed a motion 4 for summary judgment on all of Mooney’s claims, Dkt. No. 33, and a motion to seal portions of

5 that motion and a supporting exhibit, Dkt. No. 32. 6 Having reviewed the motions and the balance of the record, the Court grants in part and 7 denies in part Mooney’s motion for summary judgment on RBC’s affirmative defenses, grants in 8 part and denies in part Mooney’s motion for summary judgment on elements of his FMLA and 9 WLAD claims, denies RBC’s motion for summary judgment, denies Mooney’s motion to strike 10 RBC’s expert report and references thereto, grants Mooney’s motion to strike RBC’s response, 11 and denies RBC’s motion to seal. 13 A. Mooney’s Employment History and Performance 14 When Richard Mooney began working for RBC as a sales engineer in March 2018, he had

15 40 years of prior experience in sales. Dkt. No. 29-1 at 21, 58.2 RBC manufactures bearings and 16 other engineered products, catering to both industrial and aerospace clients, and Mooney worked 17 for the “industrial side.” Id. at 58; Dkt. No. 37-19 at 51. His job duties included making sales calls, 18 getting engineering assistance on projects, and trying to take business from competitors. Id. at 58– 19 59. Mooney’s salary was $100,000 per year, and he was an at will employee. Dkt. No. 37-1. 20

21 1 Mooney violated Local Civil Rule 7(e)(3) by filing multiple, contemporaneous motions for summary judgment each directed at separate issues. However, the Court does not strike the motions because the dispositive motions deadline 22 has already passed, precluding Mooney from refiling a compliant single motion, and the multiple motions do not appear to have been filed to avoid the page limit in Local Civil Rule 7. See Dkt. No. 26 (five-page motion); Dkt. No. 23 28 (17-page motion). 2 Unless otherwise indicated, citations to page numbers in this order refer to the page number in the cited document 24 or transcript, not to the page number in the CM/ECF header. 1 Mooney’s sales territory initially included Washington, Oregon, and Idaho. Dkt. No. 29-1 2 at 59. After he had been with the company for about eight months, his sales territory was expanded 3 to include British Columbia and Alberta, Canada, and he had significant difficulty keeping up with 4 his workload. Id; Dkt. No. 37-13 at 2.

5 Among other job responsibilities, Mooney was expected to write a certain number of 6 reports of calls (“ROCs”) per month “covering the high points of impactful sales calls.” Dkt. No. 7 37-6. RBC used ROCs to inform Mooney’s supervisor, Regional Sales Manager John Talley, about 8 Mooney’s projects or sales calls in his territory; to inform product managers about potential 9 opportunities to help secure business; and to inform upper management, including the company’s 10 CEO, about sales progress. Dkt. No. 37-2 at 49. Mooney knew that it was important to document 11 sales calls “[s]o people know what’s going on, and so that there is a record,” and he also knew the 12 ROCs were very important to RBC’s management. Dkt. 37-5 at 66, 82. 13 Throughout 2018, Talley had several conversations and sent multiple emails to Mooney 14 about the need to write ROCs and how Mooney was falling short in that area. Dkt. No. 37-2 at 42

15 (advising Mooney that his ROCs were “below standard”); id. at 45 (explaining to Mooney that 16 questions would be asked about his progress absent ROCs and projects in the pipeline, especially 17 because he was still new and “reporting is key”); id. at 48–49 (advising Mooney that ROCs go to 18 upper management, and that they notice when employees are not writing ROCs); Dkt. Nos. 37-9, 19 37-10, 37-11. Talley informed Mooney in an email in December 2018 that “[h]aving no ROC 20 reports at RBC is a death sentence” and that Mooney should “take this seriously or problems will 21 surely arise.” Dkt. No. 37-7. 22 In February 2019, RBC placed Mooney on a 60-day performance improvement plan 23 (“PIP”) because he was “falling too far short” of the company’s expectations regarding writing

24 ROCs. Dkt. No. 37-6; see also Dkt. No. 29-1 at 71. The PIP explained that if Mooney’s 1 performance did not improve or was not maintained after the PIP period ended, he could be 2 discharged. Dkt. No. 37-6. 3 Mooney’s fiscal year 2019 performance evaluation, which covered his performance from 4 March 2018 through March 2019, stated that he needed “to work more with Salesforce and develop

5 more required ROC’s in a timely manner.” Dkt. No. 59-1 at 4. That was the only annual 6 performance evaluation Mooney received while at RBC. Mooney signed his evaluation in July 7 2019. Dkt. No. 37-22. 8 In September 2019, Christopher Curran, RBC’s Vice President of Business Development, 9 sent to Steve Ross, the Director of Industrial Sales & Marketing, the resume of another employee, 10 Mike Carroll, as a potential hire in case they decided to “make a move with Dick Mooney.” Dkt. 11 No. 37-26 at 6, 18–19. Ross spoke with Talley about potentially letting Mooney go and replacing 12 him with someone else. Dkt. No. 37-20 at 96. However, Carroll was not interested in the position 13 at that time and the matter was apparently dropped. Id. at 65–66; Dkt. No. 29-8 at 65–66. 14 Around the same time, Talley sent Mooney a new version of his fiscal year 2019

15 performance evaluation that incorporated revisions from Ross. Dkt. No. 56 at 2; Dkt. No. 37-23. 16 Ross had added detail regarding Mooney’s placement on the PIP, specifically noting that “since 17 we started Salesforce in April [2019], [Mooney] has only written 9 ROC reports in over 4 months, 18 well below the expected average for his territory.” Compare Dkt. No. 37-22 at ECF 5 with Dkt. 19 No. 37-23 at ECF 6. In late September 2019, Ross, Talley, and Mooney met to discuss Mooney’s 20 annual performance evaluation. Dkt. No. 55-9 at 41–42. During the meeting, they discussed the 21 need to complete ROCs and asked Mooney to include a plan to grow his territory in the evaluation. 22 Id. at 42. Ross asked Mooney to work with Talley to make these edits. Id. at 43. 23 Completion of the edits appears to have been delayed until December 2019 due to Talley

24 taking leave from RBC. Id. at 43–44. On December 14, 2019, Ross emailed Mooney’s completed 1 fiscal year 2019 performance evaluation to Tom King, RBC’s Vice President of Administration, 2 noting that the evaluation “documents [Mooney’s] performance issues, but does not state an 3 ultimatum.” Dkt. 59-5 at 2. Ross also informed King that he and Talley would advise Mooney 4 “that he is receiving zero increase for last year due to his performance (or lack thereof) on the PIP

5 and his continued failure to consistently write ROC’s.” Id. at 1.

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