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This study aims to analyze the implementation of the madrasah quality paradigm from the perspective of the Qur'an at MIS Al-Hunafa Palangka Raya. The study used a qualitative field research approach with observation, interview, and documentation techniques. Data analysis used the Miles and Huberman model. The results of the study indicate that: 1) the quality paradigm is understood not only to be oriented towards academics, but also to the formation of character and spiritual values ​​of students; 2) the implementation of the quality paradigm is carried out through the integration of Qur'anic values ​​such as amanah, itqan, ihsan, discipline, and responsibility in madrasah culture, learning, and religious activities; and 3) the implementation of quality still faces obstacles in the form of limited infrastructure, variations in teacher competencies, and technological demands, so that the madrasah carries out strengthening through teacher training, facility optimization, and the development of a quality culture based on Qur'anic values. Thus, the implementation of the quality paradigm at MIS Al-Hunafa has been running quite well and is carried out sustainably.

This study aims to analyze the comprehensive relationship between selection, placement, career development, and employee well-being within the perspective of organizational psychology. Human resources (HR) are the central driver of organizational success, yet many institutions, including Islamic educational institutions, still face challenges in professional HR management. This research employs a library research method with a descriptive-comparative analysis approach, reviewing relevant scientific literature and empirical reports. The findings indicate that these four aspects form an integrated unit; effective selection based on person-organization fit provides quality candidates, appropriate placement optimizes potential, structured career development maintains motivation, and holistic well-being ensures loyalty and productivity. The study concludes that organizational success is heavily dependent on the synergy of these four components managed through an organizational psychology approach, rather than being treated as separate administrative functions.