Court Opinion

ID: 9573825
Source: CourtListenerOpinion
Date Created: 2023-08-21 20:59:40.370246+00
Date Added: 2024-06-11T12:43:25.001890
License: Public Domain

Dore, J.
(dissenting) — I dissent.
The majority holds that a layoff provision in Chevron Chemical Company's Regulating Manual did not modify John Stewart's employment contract because it did not constitute a promise of treatment in a specific situation, nor was it relied upon by Stewart. The majority permits an employer to adopt an employee handbook and give the impression that policies will be followed and then renege on those policies. In its haste to deny Stewart's $380,000 damage award for his wrongful discharge, the majority ignores substantial evidence supporting the jury verdict. I would have affirmed.
Employee Handbook
John Stewart was a dedicated and loyal Chevron employee for nearly 30 years. He began working as a "utility man" for Chevron's predecessor (California Spray Company) in 1954. Within 4 years, Stewart was promoted to the position of shift supervisor at Chevron's fertilizer plant near Kennewick. The record indicates that he received several commendations for exceptional work. He continued to work as a shift supervisor until he was wrongfully discharged in 1983.
As a shift supervisor, Stewart was not covered by a collective bargaining agreement; his employment was indefinite as to duration and could be terminated at will. Although under no obligation to do so, Chevron established a Regulating Manual to govern employment relationships.
In Thompson v. St. Regis Paper Co., 102 Wn.2d 219, 685 P.2d 1081 (1984), this court held that provisions contained in an employee handbook or manual may be considered binding terms of an at-will employment contract. An *616employer may be bound by provisions contained in an employee handbook if
an employer, for whatever reason, creates an atmosphere of job security and fair treatment with promises of specific treatment in specific situations and an employee is induced thereby to remain on the job and not actively seek other employment, those promises are enforceable components of the employment relationship.
Thompson, at 230. Whether an employee handbook provision is a promise of "specific treatment in specific situations" is a question of fact. Thompson, at 233; accord, Brady v. Daily World, 105 Wn.2d 770, 775, 718 P.2d 785 (1986). The jury was instructed on this issue and it found that Chevron intended to be bound by the personnel provisions contained in its manual.
The preface of the manual states that its basic purpose is "to assure equitable and uniform treatment of employees by enabling management to make similar decisions under similar circumstances. . ." Chevron Chemical Company, Regulating Manual, Preface (Dec. 1, 1972). Stewart and several managers at Chevron's Kennewick plant testified that they felt compelled to act in strict compliance with the manual and that they used the manual to answer employees' questions concerning various company policies such as vacation and sick leave. Furthermore, Chevron demanded that its employees follow the procedures set forth in the manual. For example, after Stewart was discharged, Chevron required that he follow the manual's procedures for appealing the termination decision.
The evidence at trial strongly suggests that Chevron expected, if not demanded, that its employees act in accordance with the provisions in the manual. Accordingly, the jury could find, as it did, that Chevron intended the manual to create an atmosphere of fair treatment and job security. Once having created such an atmosphere in the workplace, the personnel provisions contained in the manual became enforceable components of the employment relationship. Thompson, at 230.
*617The manual contained a specific provision for layoffs due to lack of work:
3 In determining the sequence of layoffs due to lack of work, consideration should be given to performance, experience and length of service. The basis for such determination should be thoroughly documented.
(Italics mine.) Chevron Chemical Co., Regulating Manual 380-1. Chevron promised that when a situation arose where employees were to be discharged due to lack of work, the company would consider performance, experience and length of service when making layoff decisions.
The jury found that Chevron failed to consider experience and length of service when it discharged Stewart. This court will not overturn a jury verdict when there is substantial evidence to support it. Retail Clerks Health & Welfare Trust Funds v. Shopland Supermarket, Inc., 96 Wn.2d 939, 943, 640 P.2d 1051 (1982).
I find substantial evidence to support the jury verdict. In a confidential memorandum, the president of Chevron Chemical Company stated:
The method for selecting surplus employees will be based on job performance-related factors i.e., the higher performers will be retained, the lower performers will become surplus and eligible for severance. . . . PM&S has reviewed this proposal against the usual practice of using classification and seniority as the basis for determining surplus and concur that no legal impediments exist.
(Italics mine.) Exhibit 22. This memorandum proves that it was the company policy to consider seniority in making layoff decisions. The memorandum is evidence that contrary to the usual company policy, seniority was not considered in this case.
Ignoring substantial evidence supporting the jury verdict, the majority holds, as a matter of law, that the layoff provision is not specific enough to constitute an offer because the word "should" may be interpreted as discretionary, *618indicating that Chevron intended the provision to be advisory and nonbinding. Although it is true that in some circumstances the word "should" may imply discretion, the word also conveys the idea of a command or obligation. "Should", according to Black's Law Dictionary, is the past tense of shall and its use ordinarily implies a duty or obligation. Black's Law Dictionary 1237 (5th ed. 1979). Furthermore, Chevron's statement of its basic policy concerning termination of employment in pertinent part reads:
It is desired to keep terminations at a minimum, therefore, prior to any termination, all pertinent factors will be given thorough consideration.
(Italics mine.) Chevron Chemical Co., Regulating Manual 380-1. Chevron's use of the word "will" provides further evidence that the layoff provision is mandatory. At best, Chevron's use of the word "should" is ambiguous and therefore any doubt created by the ambiguity must be resolved against Chevron. See Joinette v. Local 20, Hotel & Motel Restaurant Employees, 106 Wn.2d 355, 364, 722 P.2d 83 (1986).
Chevron's promise to consider length of service is not illusory as the majority suggests. In Thompson at page 230, we stated that ”[o]nce an employer announces a specific policy or practice, especially in light of the fact that he expects employees to abide by the same, the employer may not treat its promises as illusory." Chevron, having chosen to adopt a termination policy and having made the policy known to its employees, cannot now claim that the termination policy is illusory.
The majority implies that Chevron's termination policy was not communicated to Stewart because the manual was not distributed to all employees. Actual dissemination of an employee handbook is not required to create contractual rights. Whether an employee handbook has been communicated to employees is a question of fact. The evidence reveals that Chevron employees were made aware of the manual's existence through newsletters and a videotape *619presentation. The manual's personnel policies and procedures were not kept confidential. Stewart, as a supervisor, had unrestricted access to the manual, and all other employees had access to the manual if they were accompanied by a supervisor. Although the manual's personnel policies were not distributed to each employee, the jury could find, as it did, that Chevron intended all employees to be aware of the policies and to comply with them.
Finally, the majority, in dicta and without analysis, suggests that an employee must be aware of and rely on a specific employee handbook provision. Employee awareness of a specific handbook provision is not a prerequisite to the enforceability of the provision.
In Thompson we stated:
It is enough that the employer chooses, presumably in its own interest, to create an environment in which the employee believes that, whatever the personnel policies and practices . . . [the policies] established and official at any given time, purport to be fair, and are applied consistently and uniformly to each employee. The employer has then created a situation "instinct with an obligation".
(Some italics mine.) Thompson, at 230 (quoting Toussaint v. Blue Cross & Blue Shield, 408 Mich. 579, 613, 292 N.W.2d 880 (1980)). Accord, Kinoshita v. Canadian Pac. Airlines, Ltd., _ Hawaii _, 724 P.2d 110, 117 (1986). We then stated that policies expressed in employee handbooks "may create an atmosphere where employees justifiably rely on the expressed policies and, thus, justifiably expect that the employers will do the same." Thompson, at 230. Thus, it does not matter that the employee knows nothing of the particulars of the employer's policies. Where an employer creates an atmosphere of fair treatment and job security reliance is presumed. See Kinoshita, 724 P.2d at 117; Toussaint, at 613 n.25; Woolley v. Hoffmann-La Roche, Inc., 99 N.J. 284, 304, 491 A.2d 1257 (1985).
Here, Stewart was aware of the manual and he stayed on the job with a clear understanding that Chevron would *620make decisions in accordance with the policies and procedures set forth in the manual. He testified at trial that the manual provided job security which induced him to turn down a job offer and remain with Chevron. Stewart testified as follows:
[Counsel] . . . Were you ever offered a position with any other employer or employers?
[Stewart] Yes . . .
... I was approached by . . . C & I [Girder]
... I looked into what they had to offer, and they did not offer the security that I had with Chevron Chemical. The pay was probably better, but I didn't have the security.
[Counsel] In making that decision about C & I Girder, did you rely on the Chevron policy manual?
[Stewart] Yes, I did. I had protection in it.
Report of Proceedings vol. 4, at 544-45.
Stewart performed his job adequately and productively for nearly 30 years and had accrued more seniority than all other supervisors. Chevron promised that it would consider length of service if layoffs were necessary due to lack of work. Having made this commitment, Chevron must honor it. The jury was entitled to find that Chevron did not give any consideration to length of service and breached its contract when it discharged Stewart.
Conclusion
The jury found that Chevron's unilateral promise of specific treatment in a specific situation (i.e., Chevron promised to consider "performance, experience and length of service" if an employee is to be discharged due to lack of work) (italics mine) became a part of Stewart's employment contract, and that Chevron violated its contractual obligation to consider all relevant factors, including length of service. I find substantial evidence to support the jury verdict of $380,000 against Chevron for breach of its employment contract with Stewart.
*621I would affirm the jury verdict.
Pearson, C.J., concurs with Dore, J.
Reconsideration denied December 13, 1988.