DIGITAL PAYMENTS IN INDIA: GROWTH, TRANSFORMATION AND IMPACT

Authors

  • Dr.Jayanta Kumar Dutta Author

DOI:

https://doi.org/10.64751/aky1gk69

Keywords:

Digital Payments, Financial Inclusion, Unified Payments Interface (UPI), Cashless Economy, Digital India Initiative

Abstract

This paper explores the growth and changing role of digital payments in India and how they have transformed the country’s financial system over time. It discusses the journey from traditional electronic payment systems like NEFT, RTGS, and ECS to the increasing use of debit and credit cards, internet banking, mobile wallets, and the highly successful Unified Payments Interface (UPI). The study also highlights the impact of the 2016 demonetization, which encouraged millions of people to move from cash transactions to digital modes of payment.The paper further examines important government initiatives such as Digital India, Pradhan Mantri Jan Dhan Yojana (PMJDY), the BHIM app, GST, QR code-based payments, and Direct Benefit Transfer (DBT). These measures have helped improve digital infrastructure, increase financial inclusion, and build public confidence in cashless transactions across both urban and rural areas. In addition, the study explains how digital payments have made financial transactions faster, easier, and more transparent. They have also created better opportunities for small businesses, improved access to banking and credit services, and supported the growth of the rural economy. By combining historical developments, government policies, and their social and economic impact, the paper shows how digital payments are contributing to the formalization of India’s economy and promoting inclusive economic growth. It also discusses the challenges and future possibilities in creating a secure and accessible digital payment system for all sections of society.

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Published

2026-05-11

How to Cite

Dr.Jayanta Kumar Dutta. (2026). DIGITAL PAYMENTS IN INDIA: GROWTH, TRANSFORMATION AND IMPACT. International Journal of Economic Social Science and Management LAW, 7(2), 150-158. https://doi.org/10.64751/aky1gk69

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