<![CDATA[This study examines compliance with procedures for imposing disciplinary sanctions on civil servants, the deterrent effect of such sanctions, and their effectiveness in organizational learning at Universitas Negeri Semarang. The main research issues include the appropriateness of sanction procedures implemented by unit heads, patterns of enforcement of violations at the work unit level, and the effectiveness of sanctions in improving employee compliance. The study employs an empirical legal approach. Primary data were obtained through interviews with faculty deans, the Directorate of General Affairs and Human Resources, the Internal Audit Unit, the Employee Development Team, general staff, and employees who had previously been sanctioned. Observations, internal documents, and literature on legal and organizational management further supported the data. The research results indicate that formal sanction imposition procedures at UNNES have been carried out fairly systematically once cases enter the official investigation mechanism. Documents such as chronologies, summons letters, investigation minutes, investigation reports, and sanction decisions are available for formal cases. However, procedural compliance has been inconsistent at the pre-formal stage, as minor violations are often resolved informally without documentation. The culture of “ewuh pakewuh,” limitations in post-sanction monitoring, and weaknesses in digital presence reduce the effectiveness of organizational learning. This study concludes that formal sanctions have a deterrent effect but need to be integrated with records of initial guidance, post-sanction monitoring, and anonymous case studies to become an instrument of sustainable disciplinary reform. This finding contributes to legal reform in public institutions by emphasizing the importance of documenting pre-formal disciplinary measures, strengthening procedural accountability, and integrating organizational learning into disciplinary governance systems.]]>
