Kentucky Fried Chicken National Management Co. v. Weathersby

This case presents us with a claim of intentional infliction of emotional distress. Serita J. Weathersby contends that her former employer, Kentucky Fried Chicken National Management Company (KFC), and Lee Watts, an area manager for KFC, treated her so outrageously that they should be held accountable under the stringent standards we apply for this exceptional tort. A jury in the Circuit Court for Montgomery County found in her favor and awarded her $145,000 in damages. 1

Judge Vincent Ferretti, Jr., granted KFC’s motion for judgment notwithstanding the verdict on the intentional infliction of emotional distress claim. He found that there was no evidence that KFC’s conduct had been sufficiently atrocious to justify a verdict on this tort theory. Among the factors Judge Ferretti considered was that there was “no evidence that anybody knew that this employee suffered from any emotional condition” that made her especially vulnerable. The Court of Special Appeals reversed, holding that Weathersby had proved intentional infliction of emotional distress. Weathersby v. Kentucky Chicken Co., 86 Md.App. 533, 587 A.2d 569 (1991).

In its decision, the intermediate court decided that there was evidence to show that KFC and Weathersby’s immediate supervisor “were in a unique position to know or they reasonably should have known, based on [her] personality, character, integrity, and pride in her managerial position and work, that their conduct could have impacted significantly and detrimentally upon her.” 86 Md.App. at 555, 587 A.2d at 579.

*666 KFC petitioned this Court for a writ of certiorari on the following question:

“Should an employee who has a nervous breakdown in response to receiving a demotion from her employer be permitted to recover for intentional infliction of emotional distress when the employer had no knowledge the demotion would cause the nervous breakdown?”

We granted the writ and shall reverse the Court of Special Appeals.

The Facts

When reviewing a trial court’s decision to grant a defendant’s motion for judgment notwithstanding the verdict, an appellate court must view the evidence in the light most favorable to the plaintiff and resolve all conflicts in the plaintiff’s favor. Lehman v. Balto. Transit Co., 227 Md. 537, 540-541, 177 A.2d 855, 857 (1962). Therefore, we present the facts of the case from Weathersby’s point of view.

In October, 1987, Weathersby became a training store manager at a KFC operation in Wheaton, Maryland. She was as an at-will employee, and her immediate supervisor was Lee Watts, whose managerial duties encompassed five KFC stores in the region.

Before Weathersby’s arrival at the Wheaton store, KFC began installing interchangeable core locks in its Washington area locations. Such locks, which are opened by keys, are placed in the middle of existing locks and can be removed and replaced whenever necessary. Each time a core lock is changed, a different key is required to open it. KFC policy called for new locks at a store when there was a change in management personnel; core locks made this security measure more cost-effective than if the entire locks had to be replaced. Watts changed the Wheaton store’s locks on October 27, 1987, but not after that despite further management changes there.

*667 That month, Watts and an assistant manager at the Wheaton store allegedly began a romance despite company policy discouraging such liaisons. After Weathersby confronted Watts about the relationship and registered a complaint with the company, she said that Watts started harassing her. The harassment included making her work about 15 days straight in December, ordering her to get a promotional banner put on the roof without the help of a maintenance man, phoning her at home on her day off, and assigning her substandard assistant managers.

On January 14, 1988, David Offutt, one of the assistant managers, opened the Wheaton store and found $1,644 missing from the safe. He called Weathersby, who reported the theft to Watts. There was no evidence that either the store or the safe had been forced open, so the investigation focused on those who had access to the establishment and the safe’s keys and combination.

Six days later, Watts told Weathersby that she and two assistant managers were scheduled for polygraph tests. Weathersby objected, but Dave Davis, KFC operations manager for the Baltimore-Washington region, insisted that she undergo the procedure. She took the test on January 25, 1988. The next day Weathersby asked Watts if he had told the polygraph examiner that he (Watts) had not changed the store’s locks since the previous October; she also asked him why he had not scheduled a lie detector test for himself and others who could open the safe.

On January 27, Weathersby met with Watts and Pete Davis, regional security director for KFC. She informed Davis that Watts knew that the locks had not been changed for nearly three months; she also told him about Watts’ romance with the assistant store manager. A day or so later, Weathersby came to a managers’ meeting at another restaurant, where Watts took away her store keys and, in front of customers and other employees, suspended her for ten days “pending an investigation” of the missing money. Weathersby learned later that the suspension was without pay.

*668 On February 7, 1988 Watts told Weathersby that she was being demoted to assistant manager for “serious misconduct.” When she questioned him about the nature of the misconduct, Watts responded that it had to do with the locks not being changed. As part of the demotion, Weathersby’s salary was cut by $11,000, and she was assigned to a store managed by someone she had once supervised. Two days later, Weathersby sought psychiatric help, and the following month she was hospitalized for what turned out to be a six-week stay. She never returned to work.

“Her hospitalization was as a result of severe depression, homicidal as well as suicidal thoughts, relating to her work situation,” according to testimony of Dr. Louis E. Kopolow, a psychiatrist who treated Weathersby. “I believe her dismissal from work significantly contributed to the development of the major depressive illness.” Dr. Kopolow related that Weathersby “indicated that much of her symptoms were precipitated by her being fired from her employment as well as the conditions around that termination.” 2

In the course of treating Weathersby, Dr. Kopolow dealt with what he saw as “borderline personality traits [that] reflected a higher degree of rigidity in terms of her personality____” She saw things as wrong or right, proper or improper. Weathersby, the doctor observed, “had difficulty in seeing the middle ground in terms of her failing as well as the failings of others, and this tended to cause her a great deal of distress in terms of her dealings with the world.” Dr. Kopolow testified that “past events in her life would impact on her behavior, her coping skills, her flexibility, and her vulnerability.” In Weathersby’s past was a traumatic incident: when she was 11, her mother shot her step-father to death and then pressured her to say that the killing was in self-defense instead of the premeditated act it *669 was. Weathersby was told that if she did not support her mother’s version of the event, not only would she lose her father, but her mother would have to go away to prison. That incident, Dr. Kopolow observed, “had a very powerful impact in terms of her upbringing and in terms of a greater sense of vulnerability.” Weathersby’s history and “mindset,” he concluded, “contributed to the onset of her depression and suicidal ideation.”

Dr. Kopolow said that the murder of her step-father was not an “overwhelming” issue for Weathersby and that the childhood incidents did not cause her to be suicidal or unable to work. Nevertheless, he acknowledged that the discharge summary at the end of Weathersby’s stay in the psychiatric facility showed that the shooting incident “has impacted on” Weathersby and caused “her great concern with regard to her present situation and her homicidal feelings towards her employer.”

Weathersby, Dr. Kopolow testified, exhibited “a tendency to be very demanding of herself and demanding of others, and not show the flexibility of realizing that people cannot always do everything right all the time. She tended to have problems seeing the grays, both in actions of others and in herself.” Borderline personality traits such as Weathers-by’s “might well be exhibited by a zealous performance of activity, an inability to tolerate mistakes in her own performance or that of others. In a more severe response to failure, feeling that she had to succeed, because to not succeed left only one alternative, which was absolute failure. Such individuals can go far, but they face high risk of slipping, because there is no net. I mean they go all the way down.”

Borderline personality traits, Dr. Kopolow advised, would not necessarily be noticed by an employer, provided everything went smoothly on the job.

The Law

Quite recently, this Court reviewed the elements necessary to sustain a claim for intentional infliction of emotional *670 distress. Batson v. Shiflett, 325 Md. 684, 734-35, 602 A.2d 1191, 1216 (1992). We need not repeat them again. In Batson, we reemphasized that the tort is to be used sparingly and only for opprobrious behavior that includes truly outrageous conduct. Id. See Figueiredo-Torres v. Nickel, 321 Md. 642, 653, 584 A.2d 69, 75 (1991); Restatement (Second) of Torts (hereinafter the Restatement) § 46 cmt. d (1965) (“Liability has been found only where the conduct has been so outrageous in character, and so extreme in degree, as to go beyond all possible bounds of decency, and to be regarded as atrocious, and utterly intolerable in-a civilized community”). The general rule that emerges from caselaw

“is that there is liability for conduct exceeding all bounds usually tolerated by decent society, of a nature which is especially calculated to cause, and does cause, mental distress of a very serious kind. The requirements of the rule are rigorous, and difficult to satisfy.”

W. Page Keeton, Prosser and Keeton on the Law of Torts § 12, p. 60-61 (5th ed. 1984) (footnotes omitted) (hereinafter, Prosser).

When considering the question now before us — whether the defendant must have had knowledge of the plaintiffs delicate emotional state to be accountable in the instant case for causing her emotional distress — we keep in mind that the basic issue is the behavior of the defendant. Was it indeed abominable? One author noted that “the tort, despite its apparent abundance of elements, in practice tends to reduce to a single element — the outrageousness of the defendant’s conduct.” Daniel Givelber, The Right to Minimum Social Decency and the Limits of Evenhandedness: Intentional Infliction of Emotional Distress by Outrageous Conduct, 82 Col.L.Rev. 42, 42-43 (1982). He further stated:

“The extraordinary feature of the tort ... is its insistence upon ‘extreme and outrageous conduct.’ In fact, this element is, in large respect, the entire tort. It both limits the reach of the tort and dominates the proof of its *671 elements. The outrageousness requirement means there is no liability simply for the intentional infliction of emotional distress. If a defendant intends to cause a plaintiff emotional distress and succeeds in doing so, the defendant is nonetheless not liable unless his or her conduct is also extreme and outrageous. While intending to inflict emotional distress on another (particularly a person whose susceptibility is known to the defendant) is often outrageous, it need not be.”

82 CoLL.Rev. at 46 (emphasis in original, footnotes omitted). The primary focus on the outrage aspect of this tort shows that its dominant concern is the defendant’s conduct rather than the plaintiff’s right to compensation. 82 Col.L.Rev. at 54. “[T]he outrageousness requirement means that we must first determine whether the defendant is deserving of condemnation; if so, plaintiff must be compensated, if not, plaintiff recovers nothing. [¶] ... This tort, born of concern for our interest in emotional tranquility, most unambiguously furthers the punishment and control functions of tort law.” Id. (Footnote omitted).

Given this purpose, it becomes apparent that a defendant’s knowledge of a particular individual’s emotional sensitivity can be an important factor in establishing liability. If a defendant meant to prey upon the known weaknesses of another human being, his or her behavior is more likely to warrant condemnation than if he or she had been unaware of the other’s particular vulnerability. The aspect of censure in this tort is better suited to conscious behavior than to negligence. The tort clearly requires “intentional infliction” of emotional distress.

The Restatement specifically emphasizes the outrage requirement in Comment f of § 46, when it discusses an actor’s knowledge that a particular individual is more likely than most to be emotionally affected by certain behavior:

“The extreme and outrageous character of the conduct may arise from the actor’s knowledge that the other is peculiarly susceptible to emotional distress, by reason of some physical or mental condition or peculiarity. The *672 conduct may become heartless, flagrant, and outrageous when the actor proceeds in the face of such knowledge, where it would not be so if he did not know. It must be emphasized again, however, that major outrage is essential to the tort; and the mere fact that the actor knows that the other will regard the conduct as insulting, or will have his feelings hurt, is not enough.”

The Arkansas Supreme Court focused its attention on a defendant’s awareness of a plaintiff’s susceptibility to emotional stress in Tandy Corp. v. Bone, 283 Ark. 399, 678 S.W.2d 312 (1984). In that case, Johnny Dale Bone, the manager of a Radio Shack outlet, sued his employer for emotional distress he suffered during an investigation of irregularities at his store. Bone had suspected his assistant manager of stealing, and he sent a memorandum to his supervisor complaining of his subordinate’s unsatisfactory conduct. Bone had been told twice that some practices in the store were less than satisfactory. Bone’s supervisor and two security people descended on the store one morning to investigate and questioned Bone at 30-minute intervals throughout the day. Bone claimed that they threatened him, cursed him, and twice refused to allow him to take medication during the questioning. The subordinate testified that he had admitted to investigators that he was guilty of theft and that he had been immediately fired.

That afternoon, Bone was asked to submit to a polygraph examination. He agreed but said he wanted permission to take his medication — the tranquilizer Valium — because of his agitated state. His request was denied because the medication might affect the test results. Bone was brought to another place for the testing, but he hyperventilated and had to be taken home. Although he returned to work the next day, he was unable to remain on the job. Eventually he was hospitalized after seeking the help of a psychiatrist. According to psychiatric testimony in his emotional distress suit against his employer, Tandy Corp., Bone suffered from a personality disorder that made him more susceptible to stress and fear than those without the disorder.

*673 The court found that the way in which the investigation had been handled was not sufficiently outrageous except for one factor: Bone’s reaction to stress and his request for Valium put the employer on notice that he “may not have been a person of ordinary temperament, able to endure a stressful situation such as he was placed in without injury.” 678 S.W.2d at 316. The court emphasized “that the notice to the employer of Bone’s condition is the only basis for a jury question of extreme outrage.” 678 S.W.2d at 317.

The Arkansas court reinforced its reasoning in Tandy Corp. v. Bone four years later in Ingram v. Pirelli Cable Corp., 295 Ark. 154, 747 S.W.2d 103 (1988), a case involving a manager, William Ingram, who claimed his supervisors had carried on a campaign to harass him over many months. The alleged harassment included orders to fix a machine even if it meant staying on the job all night, being the only department manager commanded to pick up telephone messages for his workers no more than five minutes after they were received by the switchboard and getting them to the workers within another five-minute deadline, and being asked to sign a job description as electrical department manager, a lower position from which he had been promoted more than a year before.

Two fellow employees testified that they knew that the plant manager and Ingram’s immediate supervisor “were putting pressure on” him, and one said that the supervisor openly worried that Ingram might sue if the pressure continued. In affirming the trial court’s directed verdict for the defendants, the Arkansas Supreme Court said,

“The foregoing evidence reflects a serious conflict or dispute between [Ingram] and his supervisors, and while we believe the supervisors’ conduct was petty, insulting and less than one might expect from manager level executives of a reputable firm, we cannot agree such conduct was outrageous.”

747 S.W.2d at 105. The court then drew a distinction between Ingram’s complaint and Bone’s, emphasizing that conduct in the latter case “would not be outrageous, except *674 the employer knew Bone was under extreme emotional stress at the time____” Id. The evidence presented in Ingram revealed “nothing that reflects the [company] or its supervisors ... had knowledge that [Ingram] was peculiarly susceptible of emotional stress.” 747 S.W.2d at 106.

“Although [Ingram] and his wife related that he had experienced stress, chest pains and sleepless nights when dealing with the pressures foisted upon him by his supervisors, there is nothing in the record that shows he informed [the company] of these stress-related problems.”

Id.

In Mellaly v. Eastman Kodak Co., 42 Conn.Supp. 17, 597 A.2d 846 (1991), a Connecticut court recently held that an employee’s allegation of outrageous conduct was sufficient to go to a jury, because he claimed that his employer had used his history of alcoholism to badger him. Hubert J. Mellaly was employed by Kodak and supervised by a man named Robert Kane. Mellaly contended that Kodak knew before he was hired that he was a recovering alcoholic and had abstained from drinking for about eleven years. Kane used this personal history to taunt him, telling him to “go get drunk.” Kane also indiscriminately yelled and screamed at Mellaly about his recovery from alcoholism, saying that no one cared about it and that he had better not speak about his recovery to customers. In addition, Mellaly said Kane harassed him by (1) often calling him at home on his days off or during his vacation, (2) expressing myriad resentments and ill feelings, and (8) attacking Mellaly’s need for medical tests in 1987 and his medical treatment after a fall on the job two years later.

The court rejected Kodak’s motion to strike the intentional infliction of emotional distress count. “Within the context that Kane supervised [Mellaly] and knew of his disease of alcoholism, Kane’s conduct reached the required threshold of outrageousness. It is, therefore, an issue for the trier of fact.” 597 A.2d at 848 (emphasis added). See Wangen v. Knudson, 428 N.W.2d 242, 248 (S.D.1988) (De *675 fendant knew that plaintiff was being treated for severe depression.). See also Bundren v. Superior Ct. of County of Ventura, 145 Cal.App.8d 784, 193 Cal.Rptr. 671, 674 (2d Bist.1988) (Rude and insolent debt collector is not liable unless other factors are present, such as “knowledge that the debtor is susceptible to emotional distress by reason of some physical or mental condition.”); Zalnis v. Thoroughbred Datsun Car Co., 645 P.2d 292, 294 (Colo.App.1982) (Vendors who sold car at a loss liable for bullying buyer into giving back the vehicle. They had been told that the buyer had watched her husband kill himself and was crazy; that knowledge made their conduct outrageous); Anderson v. Prease, 445 A.2d 612, 618 (D.C.App.1982) (Defendant-doctor cursed and screamed at plaintiff-patient; since doctor knew that patient “was peculiarly susceptible to emotional distress, his conduct was extreme and outrageous under the circumstances.”); Dawson v. Associates Financial Serv. Co. of Kan., Inc., 215 Kan. 814, 529 P.2d 104, 113 (1974) (“[M]ethods of collecting debts which might be reasonable in some circumstances, might also be regarded as outrageous in others where it is known that the debtor is particularly susceptible to emotional distress due to a disease such as multiple sclerosis.”).

Although it is a factor in evaluating a defendant’s conduct, the mere fact that a defendant knew that a plaintiff was particularly susceptible, however, does not require a finding that the defendant’s conduct was outrageous. For example, in Sterling Drug, Inc. v. Oxford, 294 Ark. 289, 743 S.W.2d 880 (1988), the court reviewed a claim by Charles G. Oxford, a management employee at a Sterling division, that the company had engaged in a systematic campaign to force his resignation because he was suspected of being a whistleblower. Company officials suspected Oxford of reporting Sterling to the General Services Administration for pricing violations that eventually led the firm to pay a $1,075,000 settlement to the federal government Oxford was told that his position, manager of contract sales, would be eliminated in a company reorganization; he *676 accepted appointment as district sales manager, a relatively low-level post. A company official also wrote him an “EEO” letter, a tactic used to set up an employee for firing, despite being warned that the timing was bad because Oxford was then under serious personal pressure. In the letter, Oxford was told he would have to conduct floor care demonstrations five nights each week after normal business hours. Oxford also claimed that he had been reprimanded for acts he had never done and that he had not received stock won in a company sales contest.

The court referred again to its Tandy Corp. v. Bone decision, noting that it had “placed special emphasis on the fact that even though the employer knew of the employee’s lower than normal emotional stamina, it refused to permit him to take his medication during the interrogation.” 743 S.W.2d at 382. “Sterling’s conduct continued over an eighteen month period,” the court found. “In addition, there is ample evidence that agents of Sterling knew that Oxford was under severe pressure because of a recent divorce. Nevertheless, Sterling’s conduct did not rise to a sufficient level to support a verdict for outrage.” 743 S.W.2d at 382-83. See Byrnes v. Orkin Exterminating Co., Inc., 562 F.Supp. 892, 896 (E.D.La.1983) (Employer knew of employee’s psychological assessment showing him to be “rather emotional” and “sensitive to criticism.” Still, this knowledge did not make defendant realize “to a virtual certainty” that mental anguish would result from his behavior, which included cursing the employee, embarrassing the employee in front of coworkers, and taking over employee’s sales presentations.); District of Columbia v. Thompson, 570 A.2d 277, 291 (D.C.App.1990); reh'g granted and vacated on other grounds, 593 A.2d 621 (D.C.App.), cert, denied, — U.S.-, 112 S.Ct. 380, 116 L.Ed.2d 331 (1991) (“[A]cts which are not generally considered outrageous may become so when the actor knows that the other person is peculiarly susceptible to emotional distress.” Defendant’s actions were not outrageous as a matter of law because evidence showed only that defendant knew plaintiff “was *677 unhappy with, or perhaps despondent about, the criticism she was receiving from her supervisor.”).

There are some situations in which courts recognize that the parties’ relationship to each other can help determine whether the acts complained of are outrageous. It is only natural that a defendant’s position of power over a plaintiff may enhance his or her ability to do harm. The Restatement recognizes this reality in § 46, Comment e:

“The extreme and outrageous character of the conduct may arise from an abuse by the actor of a position, or a relation with the other, which gives him actual or apparent authority over the other, or power to affect his interests. Thus an attempt to extort money by a threat of arrest may make the actor liable even where the arrest, or the threat alone, would not do so. In particular police officers, school authorities, landlords, and collecting creditors have been held liable for extreme abuse of their position. Even in such cases, however, the actor has not been held liable for mere insults, indignities, or annoyances that are not extreme or outrageous.”

Although the Restatement does not specifically say that employer-employee relationships are governed by this rule, some courts have held or implied that they are. See, e.g., Alcorn v. Anbro Engineering, Inc., 2 Cal.Sd 493, 86 Cal. Rptr. 88, 90 n. 2, 468 P.2d 216, 218 n. 2 (1970), discussed in Harris v. Jones, 281 Md. 560, 569-570, 380 A.2d 611, 615-16 (1977); Bridges v. Winn-Dixie Atlanta, Inc., 176 Ga.App. 227, 335 S.E.2d 445, 448 (1985); White v. Monsanto Co., 585 So.2d 1205, 1209-10 (La.1991); Contreras v. Crown Zellerbach Corp., 88 Wash.2d 735, 565 P.2d 1173, 1176 (1977).

Treatises have recognized this development. See Lee Lindahl, Modem Tort Law — Liability & Litigation (rev. ed. 1988), § 32.03, at 133-135; Prosser (1988 Cum.Supp.), at 18; Fowler V. Harper, Fleming James, Jr., and Oscar S. Gray, 2 The Law of Torts § 9.1, at 608-609 (2d ed. 1986). In their multi-volume 1987 work, Stuart M. Speiser, Charles F. Krause, and Alfred W. Gans note that courts in many states “have considered the employer-employee relationship *678 a significant factor in determining whether [there is] liability for the tort of” intentional or reckless infliction of emotional distress. 4 The American Law of Torts § 16.21, at 1094 (emphasis added). Speiser, Krause, and Gans add, however, that no general rule on liability can be gathered from the varied decisions in which employers were held legally accountable for inflicting emotional distress. Id. at 1095.

We agree that the employment relationship is a factor to be considered when analyzing whether an employer’s behavior was so outrageous that he or she has committed the tort of intentional infliction of emotional distress. That does not mean, however, that this Court wishes to lower the threshold for determining liability whenever the parties are employer and employee. The conduct must still reach the same degree of outrageousness if an employee is to prove that his or her employer has committed this tort; the employment relationship is merely one factor among many to use in analyzing individual cases.

“The existence of a relationship between a plaintiff and a defendant, by which defendant possesses actual or apparent authority to damage plaintiff’s interests, does not relieve plaintiff of the burden of proving the extreme and outrageous nature of defendant’s conduct.”

Owens v. Second Baptist Ch. of La Grange, 163 Ill.App.3d 442, 114 Ill.Dec. 557, 562, 516 N.E.2d 712, 717 (1987), appeal denied, 119 Ill.2d 559, 119 Ill.Dec. 388, 522 N.E.2d 1247 (1988) (Fired pastor brought action against church and its officers for breach of employment contract and intentional infliction of emotional distress; appellate court held that trial judge should have directed verdict against pastor.) In fact, the employer-employee relationship may not always inure to the employee’s benefit in claims for intentional infliction of emotional distress. Citing Ingram, supra, the Arkansas Supreme Court said it takes “a strict view of claims for outrage in employment situations.... This is because an employer must be given a certain amount of latitude in dealing with employees.” Sterling v. Upjohn *679 Healthcare Services, 299 Ark. 278, 772 S.W.2d 329, 330 (1989).

The workplace is not always a tranquil world where civility reigns. Personality conflicts and angst over disciplinary actions can be expected. Even a certain amount of arbitrary nastiness may be encountered at all levels in all occupations; this is a fact of life we must accept as readily as we recognize that employers and employees on the job interact differently than do friends at a summer picnic. If anxiety from management decisions were “deemed so severe that no reasonable person could be expected to endure it, nearly all employees would have a cause of action for intentional infliction of severe emotional distress.” Heying v. Simonaitis, 126 Ill.App.3d 157, 81 Ill.Dec. 335, 342, 466 N.E.2d 1137, 1144 (1984). See also Hooten v. Pennsylvania College of Optometry, 601 F.Supp. 1151, 1155 (E.D.Pa. 1984) (“It is not enough ... to show that one has suffered emotional distress because of an intentional tortious act. Rather, the [employee] must show that the conduct complained of crossed the threshold of decency into a realm of atrocity that could only be regarded as utterly intolerable in a civilized society.”); Wells v. Thomas, 569 F.Supp. 426, 429, 433 (E.D.Pa.1983) (Employee subjected to petty annoyances, including being told falsely that co-workers found her presence at staff meetings inhibiting, being the only managerial employee whose phone calls went unanswered, and having a phone line, a secretary, and her private office taken away. The court held, “This conduct, though intentional and perhaps highly inappropriate in view of [the employee’s] long work history at the hospital, is not the type of extreme and outrageous conduct which Pennsylvania courts have recognized as giving rise to a cause of action.”); Leibowitz v. Bank Leumi Tr. Co. of N.Y., 152 A.D.2d 169, 548 N.Y.S.2d 513, 521 (2 Dept.1989) (“[T]he fact that we view the alleged conduct as being deplorable and reprehensible does not necessarily lead to the conclusion that it arose to such a level that the law must provide a remedy.”); Jones v. Tennessee Valley Authority, 948 F.2d *680 258, 266 (6th Cir.1991) (Plaintiff claimed his supervisors intimidated him with menial assignments, unfair reprimands, a low performance appraisal, and efforts to obtain his medical records, and by monitoring his communications with federal officials and barring him from promotions, bonuses, and raises. “While such conduct may be tortious, it is not so ‘outrageous’ so as to be beyond the pale of decency. Indeed, tortious conduct is not necessarily synonymous with ‘outrageous’ conduct.”).

The Instant Case

Applying these principles to Weathersby’s claim against KFC, we note initially that “[i]t is for the court to determine, in the first instance, whether the defendant’s conduct [in an intentional infliction of emotional distress case] may reasonably be regarded as so extreme and outrageous as to permit recovery, or whether it is necessarily so.” Restatement § 46 cmt. h; see Batson v. Shiflett, 325 Md. at 734, 602 A.2d at 1216; Harris v. Jones, 281 Md. at 568, 380 A.2d at 615. We believe the trial court did not err in its decision.

There is no evidence that KFC knew that Weathers-by’s psychological makeup was other than that of any competent and industrious employee. We should not be read as suggesting that we in any way approve of Watts’ or KFC’s actions in this matter. See Harris v. First Federal Sav. and Loan Ass’n, 129 Ill.App.3d 978, 85 Ill.Dec. 89, 92, 473 N.E.2d 457, 460 (1984) (Although employer’s conduct “may not [have been] laudable,” it was not reprehensible enough to warrant a finding of intentional infliction of emotional distress.). Nevertheless, we agree with Judge Ferretti that there was no managerial misbehavior of the degree necessary for a successful claim under this tort theory. Had KFC known that Weathersby suffered from a personality disorder that could contribute to her stress, the result might have been different. But there was no evidence that KFC knew of Weathersby’s particular vulnerability, and therefore its actions do not reach the level of outrageousness the tort requires.

*681 The Court of Special Appeals noted that Weathersby “claims that there was evidence presented showing that [KFC] knew or should have known that the ‘unfair discipline’ to which she was subjected would deeply affect her, given her personality and work record____ [She points] out that ... she has shown that she was a devoted employee who took her job quite seriously, had progressed steadily along a career track for many years, and had otherwise manifested a high degree of integrity in the work place.” 86 Md.App. at 554,