<![CDATA[AbstractAs part of the tourism sector, the hotel industry requires high employee discipline because it directly affects guest service quality. At a five-star hotel in Yogyakarta, violations leading to warning letters increased from 3 cases (2023) to 6 cases (2024) and 7 cases (2025). This study aims to analyze the implementation of the warning letter system, employees’ responses to sanctions, and the obstacles to its enforcement. A descriptive qualitative approach was employed with four purposively selected informants: the Human Resources Manager, an operational Head of Department (HOD), and two sanctioned employees. Data were collected through in-depth interviews and document analysis, validated through source and technique triangulation, and analyzed using the Miles, Huberman, and Saldaña interactive model. Results show that violations were dominated by operational negligence, such as reservation input errors and neglect of double-check procedures. Sanctions were applied progressively, from verbal warnings to urgent warning letters, issued by HODs and supervised by Human Resources. Sanctions improved work accuracy but raised fairness concerns in team-based errors. The main obstacle was HODs’ reluctance to sanction, which encouraged informal settlements. The study concludes that warning letter effectiveness depends on leadership consistency; hence, disciplinary calibration meetings among HODs and coaching training are recommended.Keywords: Warning Letter; Employee Discipline; Organizational Justice; HospitalityAbstrakIndustri perhotelan sebagai bagian dari sektor pariwisata menuntut kedisiplinan karyawan yang tinggi karena berkaitan langsung dengan kualitas layanan kepada tamu. Di sebuah hotel bintang lima di Yogyakarta, pelanggaran yang berujung surat peringatan meningkat dari 3 kasus (2023) menjadi 6 kasus (2024) dan 7 kasus (2025). Penelitian ini bertujuan menganalisis penerapan sistem surat peringatan, respons karyawan setelah menerima sanksi, serta kendala penegakannya. Penelitian menggunakan pendekatan kualitatif deskriptif dengan empat informan yang dipilih secara purposive, yaitu Human Resources Manager, Head of Department (HOD) operasional, dan dua karyawan penerima sanksi. Data dikumpulkan melalui wawancara mendalam dan studi dokumentasi, divalidasi dengan triangulasi sumber dan teknik, lalu dianalisis dengan model interaktif Miles, Huberman, dan Saldaña. Hasil penelitian menunjukkan bahwa pelanggaran didominasi kelalaian operasional, seperti kesalahan input reservasi dan pengabaian prosedur double check. Sanksi diterapkan berjenjang dari verbal warning hingga SP mendesak, dengan HOD sebagai pemberi sanksi dan Human Resources sebagai pengawas regulasi. Sanksi meningkatkan ketelitian kerja, tetapi memunculkan pertanyaan keadilan pada kesalahan tim. Kendala utama adalah rasa “tidak tega” HOD yang mendorong penyelesaian informal. Disimpulkan bahwa efektivitas surat peringatan bergantung pada konsistensi pimpinan, sehingga disarankan rapat kalibrasi disiplin antar-HOD dan pelatihan coaching.Kata Kunci: Surat Peringatan; Kedisiplinan Karyawan; Keadilan Organisasi; Perhotelan]]>
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