ANALYSING THE RELATIONSHIP BETWEEN HUMAN RESOURCE CAPACITY AND WORK PERFORMANCE THROUGH COMPETENCY CONTROL

In the context of transitioning to a knowledge economy and supporting the development of innovation in all aspects, the tendency to determine the capacity of employees by adapting to new roles and challenges and the ability to continuously learn is becoming stronger with special attention to the development and use of human capital. Therefore, capacity research is a strategic research direction aimed not only at personal development, but also at increasing the competitiveness of organizations and countries. In order to determine the net impact of the employee's capacity on the performance of work, the research aims to develop a structural model by defining the competence as a control variable, getting acquainted with the theoretical books of the employee's capacity and competence, and developing and evaluating a structural equation model to determine the relationship between the employee's capacity composition, employee competence, and work performance. put forward and completed the research work. The study involved capacity component analysis, work performance direct correlation analysis, and control variable analysis based on human capital theory, social cognitive theory, and learning ability theory. 322 employees of the service organization were surveyed by questionnaire, the SPSS program and the basic research model were evaluated by PLS-SEM method in the SmartPLC program, the evaluation of the measurement model and the structural model were carried out, the hypotheses put forward in the study were checked based on these criteria, and the model's interpretation ability was evaluated. According to the results of the structural model, the capabilities of the main variable employee had a direct positive effect on performance. This represents a direct relationship between capacity and performance. When considering the employee's competence as a control variable, certain control is given in the main areas of relevance. This delimited the effects of other factors on the main research relationship and increased the accuracy of the results. It was also supported that employee capacity remains a positive effect on performance under competency control.