Implementation of Discipline in Improving the Performance of Employees at the Tourism Office of Buton Regency

This study aims to describe how discipline is implemented at the Tourism Office of Buton Regency and how this implementation supports employee performance. A descriptive qualitative approach was used. Informants were selected through purposive sampling from five sources: the Head of the Office, the Marketing and Promotion Division, the General Section, the Planning and Evaluation of Tourism Reporting Division, and the Head of the Destinations Division. Data were collected through interviews, observation, and documentation, then analyzed through data reduction, data display, and conclusion drawing. The results show that discipline is implemented through a system of rules, recording, and control that covers five indicators: attendance, obedience to work rules, obedience to work standards, high alertness, and ethical work. Attendance is regulated by working hours set in a Regent’s Regulation, recorded through an online presence system, checked by the regional civil service agency, and followed up with written warnings. This implementation supports performance in the quantity and quality of work, efficiency, accuracy, initiative, leadership, honesty, and creativity through monthly target monitoring, progress reporting, verification of data, and digital reporting. The main finding is that discipline in this office works as a base that connects clear procedures, monthly target monitoring, supervision, and leadership that delegates work according to staff competence. This explains why discipline here supports work targets more strongly than attendance rules alone, even though theory says discipline alone should not be enough. The interviews do not give measured achievement figures, so the contribution is shown through the work system and not through numerical results. The study concludes that the practice should be maintained and can serve as a reference for other regional offices to strengthen public service.