Nathan Hice v. David J. Joseph Co.

678 F. App'x 329
CourtCourt of Appeals for the Sixth Circuit
DecidedFebruary 2, 2017
DocketCase 16-3559
StatusUnpublished

This text of 678 F. App'x 329 (Nathan Hice v. David J. Joseph Co.) is published on Counsel Stack Legal Research, covering Court of Appeals for the Sixth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Nathan Hice v. David J. Joseph Co., 678 F. App'x 329 (6th Cir. 2017).

Opinion

COOK, Circuit Judge.

The David J. Joseph Company (“DJJ”) fired Nathan Hice because he failed to reimburse DJJ for personal expenses charged to a company credit card, missed work, stopped responding to communications on three occasions, and lied about wrecking a company car while driving home from a bar. Hice sued, alleging that DJJ violated the Family and Medical Leave Act (“FMLA”), 29 U.S.C. §§ 2601-2654, and wrongfully terminated him under Ohio law. The district court granted summary judgment to DJJ, and Hice appeals. We AFFIRM.

I. Background

A. Hice’s Work History

In 2006, Hice began working as a broker at DJJ, a company specializing in scrap-metal recycling. Approximately one year into his employment, he crashed a company car while leaving a bar, fled the scene of the accident, and falsely reported to the police that the car had been stolen. Despite these errors in judgment, DJJ gave him a second chance.

In 2011, Hice voluntarily left DJJ for another company. His departure upset Rob Angotti, the Executive Vice President of DJJ’s Brokerage and Services Group, because Hice quit without “adequate or appropriate notice.” Within weeks, however, Hice asked for his job back. Although Angotti did not want to rehire him, he left the decision up to the brokerage team, which voted to bring Hice back “[bjecause [it] was short staffed.”

Upon his return, Hice was supervised by Mark Bonner. Bonner testified that by 2013, Hice’s work quality had declined markedly due to absenteeism and a lack of responsiveness to work emails, phone calls, and text messages. His lackluster performance persisted despite complaints from suppliers and customers, his supervisors’ warnings, and Hice’s understanding that responsiveness and time in the office were crucial to his job responsibilities.

Bonner highlighted three specific “no-call [or] no-show” days over a six-and-a-half-month span in 2013. The first occurred on February 13, when Hice failed to re *331 spond to Bonner’s calls or text messages the day after an industry event. When Bonner finally reached Hice in the late afternoon, he insisted that Hice promptly return his calls and messages in the future and give notice if he needed time off.

Then, on June 20, Hice skipped a company photoshoot without notifying anyone ahead of time that he would be absent. Hice only contacted DJJ after Karen Luther, a HR director, emailed Hice to learn his location. Hice then spoke with Bonner—who had unsuccessfully attempted to contact him throughout the day—and explained “that he was up all night with a family member who was ill.” Bonner reiterated the need for prompt notice.

Hice missed work again on Friday, August 23. Like before, Bonner was unable to reach Hice until almost 4 p.m., when Bonner received an email from him requesting unpaid leave because he “had some pressing issues that [he] needed to deal with.” Fed up with Hice’s absenteeism and unresponsiveness, Bonner resolved to speak with Luther the following Monday about terminating Hice.

B. Hice’s Stalker Problem

Before Bonner could raise the termination issue, Hice met with Luther on Monday morning and detailed the “pressing issues” from the previous Friday. In early July, Hice had tried to break off a romantic relationship with a woman who was also the sister-in-law to one of Hice’s supervisors. Not wanting their relationship to end, the woman began making “uninvited and unwelcome” appearances at his house and sending him rambling, sometimes threatening, text messages. Hice called the police twice, but she continued her harassment. Hiee’s expert witness testified that this stalking exacerbated Hice’s longstanding anxiety disorder and led to his developing post-traumatic stress disorder.

During the week leading up to Friday, August 23, Hice received “threatening” text messages from the woman and from several unidentified numbers. Around midnight on Thursday, a coworker called Hice to express concern about “the situation with [the woman].” Fearing for his life, Hice called the police and a helpline provided by DJJ. As advised by the helpline operator, he drove to his parents’ house to stay the night and emailed Bonner later to notify him of the incident. He also emailed Luther to schedule a Monday-morning meeting to discuss why he had missed work.

During the meeting with Luther, Hice detailed the events of Thursday night and his need to obtain a restraining order. Luther brought Bonner in halfway through the meeting, and they both expressed concern for Hice’s safety. Afterward, Hice returned to work.

C. Hice’s Termination

The next day, Rob Angotti overheard a conversation between Bonner and Terry Rath, a DJJ Vice President and Bonner’s supervisor, about Hice’s work performance. In addition to learning about Hice’s unresponsiveness and spate of absences, Angotti found out he had charged personal expenses to the company’s American Express card without reimbursing DJJ. Rath had warned Hice that company policy prohibited employees from charging personal expenses to the card.

Angotti immediately decided to fire Hice. Given Hice’s checkered past, Angotti considered the improper expenses on the company credit card his third strike (counting his car crash and his leaving DJJ in 2011 as the first two). Angotti had no knowledge of Hice’s harasser, nor did Rath or Bonner advise him to fire Hice.

*332 Under Angotti’s direction, Bonner and Luther terminated Hice that afternoon. Bonner originally took back a company iPhone, but Hice asked to hold onto it and an iPad because they contained messages and a video that he would need as evidence to obtain the restraining order. Bonner agreed on the condition that he return both after the restraining-order hearing. Although Hice secured the order several days later, he did not return either device.

D. Hice’s Lawsuits

In February 2014, Hice sued DJJ in state court, alleging wrongful termination in violation of Ohio public policy. DJJ filed counterclaims asserting conversion of the iPhone and iPad and unjust enrichment for failure to repay the personal charges on the company card. Hice responded by voluntarily dismissing his wrongful termination suit. The state court then found Hice liable on DJJ’s counterclaims and ordered Hice to return the electronics and reimburse the credit card expenses.

In August 2015, Hice filed á second suit, this time in federal district court. He alleged that DJJ violated the FMLA when it failed to provide him FMLA leave for missing work on August 23 and that it contravened Ohio public policy by firing him for seeking a temporary restraining order. DJJ moved for summary judgment on both claims. The district court ruled in DJJ’s favor, holding that Hice’s claims were compulsory counterclaims to DJJ’s prior unjust enrichment and conversion actions, and therefore Hice’s failure to raise them in the state court case pi’ecluded him from litigating them in federal court. Alternatively, it held that Hice failed to establish a prima facie case for either his FMLA or wrongful termination claims. Hice timely appealed.

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Bluebook (online)
678 F. App'x 329, Counsel Stack Legal Research, https://law.counselstack.com/opinion/nathan-hice-v-david-j-joseph-co-ca6-2017.