Phillips v. Wal-Mart Stores, Inc.

78 F. Supp. 2d 1274, 1999 U.S. Dist. LEXIS 20422, 1999 WL 1288952
CourtDistrict Court, S.D. Alabama
DecidedNovember 29, 1999
DocketCiv.A. 98-1032-RV-M
StatusPublished
Cited by5 cases

This text of 78 F. Supp. 2d 1274 (Phillips v. Wal-Mart Stores, Inc.) is published on Counsel Stack Legal Research, covering District Court, S.D. Alabama primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Phillips v. Wal-Mart Stores, Inc., 78 F. Supp. 2d 1274, 1999 U.S. Dist. LEXIS 20422, 1999 WL 1288952 (S.D. Ala. 1999).

Opinion

*1277 MEMORANDUM OPINION AND ORDER

VOLLMER, District Judge.

Plaintiff Christopher C. Phillips brings this action against defendant Wal-Mart Stores, Inc. under the Americans with Disabilities Act of 1990 (“ADA”), 42 U.S.C. § 12101, et seq. Phillips contends that he was subjected to a hostile work environment and was eventually fired by Wal-Mart because of a disability, which he characterizes as a traumatic brain injury caused by a near-fatal automobile accident. Wal-Mart has filed a motion for summary judgment as to all claims, arguing, inter alia, that Phillips has not established a prima facie case of disability discrimination because his traumatic brain injury does not constitute a disability recognized by the ADA. After carefully reviewing the law and considering the submissions of the parties, 1 the court agrees that Phillips has not established that he has a disability within the meaning of the ADA. Accordingly, Wal-Mart’s motion for summary judgment is due to be granted.

I. BACKGROUND

The material facts are not in dispute. 2 Wal-Mart hired Phillips on July 27, 1993. This was Phillips’ first full-time job since suffering a traumatic brain injury in a 1976 automobile accident. As a result of that accident, Phillips was in a coma and on life support for over four months. He then spent several weeks in rehabilitation and had to re-learn how to walk, talk, read and otherwise care for himself. Phillips did not work for the next fourteen years, depending instead upon social security and his family for financial support. Soon after getting married in 1990, however, Phillips applied for vocational training with the Alabama Department of Rehabilitation Services (“ADRS”). He attended classes for the next eight weeks, where he developed his coordination and behavioral skills. Phillips then obtained a part-time job through ADRS with a local cleaning service. In 1991, he began working as a part-time janitor for Sears, Roebuck & Co. (“Sears”), but his position was eliminated in mid-1993 when Sears contracted with an outside janitorial service. ADRS then helped Phillips obtain employment at the Wal-Mart store on Schillinger Road in Mobile, Alabama.

Wal-Mart initially assigned Phillips to the candy department as a nighttime stocker. His duties included stocking shelves, helping customers and checking for spills in his department. He earned approximately $5.00 per hour. His first annual evaluation, covering the period from August 1993 to June 1994, rated Phillips’ performance as “Standard,” an average rating. Phillips also received a raise, which increased his wage to $5.25 per hour. The evaluation noted that Phillips was trying hard to do a good job, but it stated that he was not working fast enough to maintain the volume of stocking required by the candy department.

Shortly thereafter, Phillips was transferred to a position with the night receiving department, which unloads “break-packs,” or cartons of freight containing new merchandise, throughout the store. His new supervisor was Judy Callen. For the first few months, Phillips performed well in night receiving. But as time went on, his productivity began to decrease. For example, Phillips’ second annual evaluation, which encompassed the period from July 1994 to June 1995, noted that Phillips *1278 was not unloading the minimum number of breakpacks required by Wal-Mart policy. Phillips was advised to improve his productivity, his dependability and his sense of urgency in his work. Callen rated Phillips’ performance as “Standard” and his wage was increased to $5.95 per hour. In a written response to this evaluation, Phillips stated that he was going to improve his performance, raise his personal goals and increase his knowledge of freight.

At some point over the next year, Peggy Black replaced Callen as the night receiving supervisor. She rated Phillips’ performance as “Above Standard” in his third annual evaluation, which covered July 1995 through June 1996, and his pay was increased to $6.25 per hour. Black noted, however, that Phillips’ productivity was not sufficient. She instructed Phillips to work with a greater sense of urgency and to be more results driven. In the section of the evaluation in which employees are invited to identify goals and objectives that would help them meet identified areas needing improvement, Phillips simply wrote “Unknown.”

When no improvement was apparent in Phillips’ productivity by September 1996, Black gave Phillips a written Performance Coaching Form. This “written coaching” stated that Phillips still showed no sense of urgency or productivity and that store morale was suffering because his co-workers resented having to “pick up the slack.” Black told Phillips that if he did not become more productive, he would receive a second written warning. Phillips signed the form, but he did not provide a written response.

Phillips’ productivity did not increase. Accordingly, Black gave him a second written coaching on October 11, 1996. Black essentially reiterated her comments from the first written coaching, which focused on Phillips’ lack of urgency and unproduc-tiveness. The second written coaching also expressed Black’s concern that Phillips’ non-productive work habits were causing other employees to “think they can do the same.” In response, Phillips wrote that he would “Satisfy [Black’s and] Wal-Mart’s desi[re]s for fulfillment of their desires!”

Despite this reassurance, Black’s desires apparently went unfulfilled — she gave Phillips a third written coaching just four days later. According to Black, Phillips had done a poor job of arranging new merchandise he had unloaded for the pet department. These items, Black wrote, were simply “thrown onto the shelves and risers. It was awful.” She informed Phillips that he had to improve his job performance and warned him that similar actions would not be tolerated in the future. Phillips signed the form but again offered no written response.

Phillips contends that he received these negative reviews because Black had a personal grudge against him. According to Phillips, Black was often hostile toward him and frequently made fun of his speech. In September 1996, for example, Phillips asked Black for a promotion, telling her that ADRS was testing his skill level for such an advancement by means of a “brain scan” or a “brain test.” In front of several employees, Black allegedly responded: “Well, don’t they know your brains ran out your fingers a long time ago?” Phillips insists that Black continually berated him for being “too slow,” would often threaten to fire him, and even once wrote him up for talking to himself. After Phillips’ family complained to upper management about Black’s abusive behavior, Phillips was transferred to a day-shift position in the store’s maintenance department.

Although Black was no longer his supervisor, Phillips contends that he was still subjected to harassment during the time he worked as a maintenance associate. According to Phillips, his co-workers made fun of him over the store intercom, told him to clean the restrooms when they did not need cleaning and laughed at him behind his back.

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Bluebook (online)
78 F. Supp. 2d 1274, 1999 U.S. Dist. LEXIS 20422, 1999 WL 1288952, Counsel Stack Legal Research, https://law.counselstack.com/opinion/phillips-v-wal-mart-stores-inc-alsd-1999.