Petsch-Schmid v. Boston Edison Co.

914 F. Supp. 697, 6 Am. Disabilities Cas. (BNA) 291, 1996 U.S. Dist. LEXIS 4952, 1996 WL 50557
CourtDistrict Court, D. Massachusetts
DecidedFebruary 2, 1996
DocketCivil Action 92-11483
StatusPublished
Cited by23 cases

This text of 914 F. Supp. 697 (Petsch-Schmid v. Boston Edison Co.) is published on Counsel Stack Legal Research, covering District Court, D. Massachusetts primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Petsch-Schmid v. Boston Edison Co., 914 F. Supp. 697, 6 Am. Disabilities Cas. (BNA) 291, 1996 U.S. Dist. LEXIS 4952, 1996 WL 50557 (D. Mass. 1996).

Opinion

MEMORANDUM OF DECISION AND ORDER ON DEFENDANTS’MOTION FOR SUMMARY JUDGMENT

STEARNS, District Judge.

After losing her job as a Human Resources Administrator at Boston Edison Company (“Edison”), plaintiff Irina Petsch-Schmid (“Schmid”) brought a multi-count lawsuit against Edison and two of her former supervisors, Alison Alden and James Dillon. Earlier in the litigation, the court (by Judge Skinner) dismissed several counts of the Complaint. 1 Defendants now seek summary judgment on the counts that remain. 2

I. FACTS

The material facts, viewed in the light most flattering to the plaintiff as the non-moving party, are as follows. 3 In 1987, Schmid was hired as a Human Resources Administrator in Edison’s Organization and Development Department. In the late 1980’s, Schmid began experiencing fatigue, dizziness, and visual disturbances, symptoms that her physician felt might signify the early stages of multiple sclerosis (MS). Schmid began taking Prozac, an anti-depressant medication. Despite her physical ailments, Schmid received largely positive performance reviews from her supervisors. In August of 1990, defendant Alison Alden was hired as Edison’s Director of Organizational Development. Alden became Schmid’s immediate supervisor. 4 Schmid came to believe that Alden was treating her unfairly in terms of work assignments. She also felt that Alden unduly interfered in the supervision of her subordinates. In December of 1990, Schmid complained to James Dillon, Edison’s Director of Employee Relations, about Alden’s managerial style. Schmid also disclosed to Dillon the fact that she was suffering from extreme fatigue and intended to seek an accommodation from Edison with respect to her working hours. 5 In March of 1991, Alden lowered Schmid’s performance review to “meets expectations” and designated four areas as needing improvement.

In early 1991, Schmid was advised by her physician that sustained rest was necessary to manage her worsening health. On April 30, 1991, with Dillon present, Alden told Schmid that she was dissatisfied with her performance. Schmid raised the issue of her health in general terms, and asked what would happen if she were to seek a modified work schedule. Alden then asked Schmid if her health problem was permanent. When *701 Schmid replied that it was, Alden stated that if the problem was MS she would remove Schmid from her position and possibly terminate her employment. Alden and Dillon proposed that Schmid resign and accept a short term consultancy or a severance package. Schmid refused.

On May 13, 1991, Alden and Dillon told Schmid that unless she resigned, she would be placed on a remedial work plan. Schmid stated that she intended to seek a four day, ten hour per day work week as an accommodation for her MS. Alden asked Schmid to have her personal physician contact Edison’s Medical Department to discuss her condition. 6 The following day, Schmid met with Dr. Jacqueline Hess, Edison’s Medical Director. Dr. Hess explained that medical documentation, and perhaps test results, would have to be submitted before Edison would approve a restricted work schedule. 7 She also advised Schmid that she might lose her job if her condition was permanently debilitating. On May 30, 1991, Alden wrote a memorandum to Schmid restating Edison’s policy on accommodating employees with disabilities and reminding Schmid of the necessity of substantiating her complaints to the Medical Department. Alden also informed Schmid that she personally saw no evidence that suggested that Schmid was incapable of performing the essential functions of her job. 8

On May 28, 1991, Dr. Howard Weiner, the Director of the Multiple Sclerosis Clinical & Research Unit at Brigham & Women’s Hospital wrote to Schmid’s internist, Dr. Melvyn Kramer stating that Schmid’s neurological examination disclosed no abnormalities and that it was “impossible to make a diagnosis of MS in [Schmid’s] case based on history and physical examination.” 9 On June 11, 1991, Dr. Kramer wrote to Dr. Hess discussing Schmid’s condition in very general terms. Dr. Kramer described a ten hour, four day work week as “clinically mandatory” for Schmid. Dr. Hess was puzzled how a ten hour work day would address Schmid’s complaints of fatigue. On June 18, Dr. Hess telephoned Dr. Kramer seeking additional medical information. 10 Dr. Hess met with Schmid on June 20 to explain that Dr. Kramer’s letter was inadequate and that Schmid would be required to obtain a written evaluation from her neurologist. 11 On July 29, 1991, Schmid submitted a letter to Dr. Hess from her neurologist, Dr. Butler (the letter was dated July 15, 1991). Dr. Hess considered the letter unsatisfactory and wrote directly to Dr. Butler on July 30 seeking clarification of his evaluation of Schmid’s clinical condition. She also asked Dr. Butler for a specific recommendation as to the type of accommodation that would best benefit Schmid. On August 9,1991, Schmid wrote to Dr. Butler instructing him to provide Dr. Hess with only a bare minimum of information. Schmid was suspended before Dr. Hess received a reply from Dr. Butler.

Meanwhile, on May 23, 1991, Alden met with Schmid and told her that her performance was unsatisfactory. Alden specified ten areas as needing improvement. Alden also indicated that she intended to place Schmid on a remedial work plan: On June 5, 1991, Dillon formally offered Schmid a 3]é month severance package. Dillon repeated the warning that if Schmid did not accept separation, the remedial work plan would be instituted. The following day, Dillon demanded an answer within twenty-four hours. *702 Schmid again refused to resign. On June 17, 1991, Alden presented Schmid with a three month work performance plan. (The plan was revised on July 17, 1991, after Schmid complained about its requirements.) Alden told Schmid that she would not be eligible for an intra-company transfer (one of the alternatives Schmid had considered) unless her performance improved. Alden increased Schmid’s work assignments and imposed strict, short deadlines, stating that she expected Schmid to work weekends and to take work home. Despite the increased work load, Schmid accomplished all but one of the tasks that Alden assigned. On July 22,1991, Alden nonetheless gave Schmid a negative review of her first month’s performance on the plan.

On August 16, 1991, Alden returned from a vacation. When Alden learned that Schmid had not completed a training program task she had been assigned, Alden accused Schmid of deliberate sabotage and relieved her of responsibility for the program. As she left Alden’s office, Schmid told Alden that, “I am going to print.... You’d better have a husband who has a good job because he is going to need to support you.” Alden interpreted the remark as a threat.

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Bluebook (online)
914 F. Supp. 697, 6 Am. Disabilities Cas. (BNA) 291, 1996 U.S. Dist. LEXIS 4952, 1996 WL 50557, Counsel Stack Legal Research, https://law.counselstack.com/opinion/petsch-schmid-v-boston-edison-co-mad-1996.