Background: There are many reasons for undertaking economic development projects. Among the most important and most common reasons given are the following: a desire to physically improve a neighborhood or site, create jobs, leverage private dollars, increase government taxes and revenues, control construction on and use of a site, produce or conserve energy, and compete effectively with other communities. Objective: This article aims to explain how to develop economic projects. Methods: In our research, we used various reliable international articles and research. Results: The review reveals that the success of economic projects is not solely dependent on traditional project management (time, cost, quality), but is heavily influenced by strategic factors. Key finding indicates that the most critical success factors (CSFs) for economic development projects are the availability of intellectual capital (42%), a sound project case (11%), and key manpower competency (8%), and effective stakeholder engagement (7%). Furthermore, projects face significant challenges, including lack of financing, market uncertainty, and high competition, which necessitate a dynamic organizational structure and rigorous risk analysis Conclusions: Economic projects are a cornerstone of national development and structural change. However, their high failure rate necessitates a shift from conventional management to strategic project management. To ensure sustainability and success, project must align with broader societal objectives (growth and equity), adopt phased approaches to minimize risks, and prioritize stakeholder ownership and clear policy frameworks.
To maintain a sustainable work culture, an organization must prioritise high employee efficiency by fostering supportive work environments, optimising task resources and mitigating psychological fatigue. This study is based on a comprehensive review of secondary literature published in between 2013 and 2026. It examines the mediating role of psychological safety in linking transformational leadership to employee well-being and job commitment. Moving beyond direct supervisory control and mere charismatic influence, transformational leadership establish a non-punitive, trust based work climate, where mistakes are treated as creative learning opportunities. Under transformational leadership, the inspiration and psychological safety experienced by employees helps to reduce emotional exhaustion and curb turnover intentions. Additionally, it reinforces key dimensions of work engagement, including vigour, dedication, and absorption. The study concludes by offering practical implications for leadership development
This study examines the influence of digital payment systems, payment attributes, banking technology innovation, and financial inclusion on buyer behaviour using data collected from 358 respondents through a simple random sampling technique. The findings reveal that digital payment systems significantly influence buyer behaviour, with convenience, trust, security, and banking technology innovations emerging as key determinants, while significant differences were observed across rural, urban, and metropolitan consumers. The study concludes that strengthening digital payment infrastructure and promoting financial inclusion can enhance consumer purchasing behaviour and accelerate the transition towards a sustainable digital economy.
The healthcare sector of Uttar Pradesh, India, struggles with such issues as high turnover levels, burnout, and lack of employee satisfaction that negatively influence the process of patient care and the overall work of the organization. With the growth of the sector, it is necessary to establish Human Resource Management (HRM) practices which also focus on the organizational objectives in addition to the welfare of the healthcare workers. A strategy that can be used is the Socially Responsible Human Resource Management (SRHRM), which incorporates ethical, social, and environmental factors in the practice of human resource. SRHRM undertakes to establish good working environment through supporting employees welfare, balance between work and life, diversity, inclusion and corporate social responsibility (CSR). This research paper examines how the SRHRM practices can be used to improve the levels of organizational commitment among the medical staff in Uttar Pradesh. Organizational commitment refers to the sense of psychological attaching on an employee towards his or her organization and this is essential in enhancing retention, turnover reduction and development of positive workplace organization. In stressful health care environments, especially in areas with a resource constraint, such as Uttar Pradesh, there is need to encourage organizational commitment with the aid of SRHRM to be successful in the long run. Through a survey of 300 healthcare workers of both the public and the non-government healthcare organizations, the research considers the effects of SRHRM practices (work-life balance, employee welfare programs, diversity policy, and CSR initiative) on three aspects of organizational commitment: emotional attachment, sense of obligation, and perceived costs of leaving. The research also examines job satisfaction as one of the mediators of this relationship. The results reveal that organizational commitment is greatly supported by the SRHRM practices especially by employee welfare, work-life balance, and CSR. The practices discussed enhance job satisfaction, as well as increase emotional commitment of employees to the company, which is why socially responsible HR practices can be considered to enhance retention and performance within healthcare organizations.
Background: Cyberstalking and online harassment are widely reported to be under-recorded in India, but the size of the gap between victimisation, complaint, registration and conviction has rarely been quantified from official sources. Objective: To analyse national and Haryana official statistics for 2019–2025 to describe trends in recorded cybercrime and in the cyber stalking/bullying head, to measure the attrition between complaints and registered cases, and to assess enforcement outcomes. Methods: A descriptive analysis of secondary data from the National Crime Records Bureau (NCRB) Crime in India reports, the National Cyber Crime Reporting Portal (NCRP), parliamentary replies and Haryana Police statements, using growth rates, compound annual growth rates, shares, conversion ratios and rates per lakh population. Figures that could not be reconciled across sources were excluded or tested in sensitivity checks. Results: NCRB-registered cyber crime rose from 44,735 cases (2019) to 86,420 (2023), an increase of 93.2% (17.9% a year), while the cyber stalking/bullying head rose only from 771 to 1,305 (69.3%), and its share of all cyber crime fell from 1.7% to 1.5%. Cyber fraud and cheating together rose from 21.5% to 42.1% of recorded cases. Only 8–15 convictions a year (0.9–1.6% of registered cases) were recorded under the stalking head in 2019–2021. NCRB cases equalled 11.7% of NCRP incidents in 2021 and 5.4% in 2023; in 2024 only 2.43% of 20,33,316 portal complaints became FIRs. In Haryana, complaints rose from 1,362 (2019) to 66,784 (2022) and about 1.15 lakh (2023), while NCRB cases rose from 564 to 751, so the ratio of cases to complaints fell from 41.4% to 1.0% and 0.7%. Haryana's 2023 rate of 2.6 cases per lakh was far below that of Telangana (52.1) and Karnataka (35.9), and only 103 women-centric cyber crimes were registered against 15,758 crimes against women. Conclusion: Official statistics record the visible tip of cyberstalking. Registration capacity, not incidence, appears to be the binding constraint, and it is weakest where complaint volumes grow fastest. Separate counting of cyberstalking, reporting of outcomes and investment in registration and forensic capacity are needed.
