A Case Study on Human Activity Detection and Recognition

Main Article Content

G. Nandini Prabhu
Meghana Salins


Purpose: The goal of this research paper is to provide a knowledge of the current state of the Human Activity Recognition (HAR) by carefully combining the available HAR literature. The essay also tries to provide a suitable HAR system that may be utilized for real-time activity detection, including healthcare, surveillance, and suspicious conduct.

With a focus on complex and multi-task human activity recognition across various domains, this review study aims to examine the state of human activity detection and recognition techniques while also outlining promising directions for future research and development in the area.

Design/Methodology/Approach: By gathering and evaluating the necessary material from worldwide and national journals, conferences, databases, and other resources found through Google Scholar and other search engines, a systematic literature review process was employed.

Findings/Result: The comprehensive analysis of the study revealed several techniques for identifying and detecting human activity. There is still room to investigate the role of this technology in different domains to improve its robustness in detecting and recognizing of multiple human actions from preloaded CCTV cameras, which can aid in detecting abnormal and suspicious activities and ultimately reduce aberrant human actions in society. This is true even though the current study reports the investigations of several aspects of Human activity detection and recognition.

Originality/Value: This essay proposes a concept map and uses a methodical approach to analyze the variables that affect the identification and detection of human activities. The research project adds to the growing body of study on information sharing by demonstrating its importance.

Paper Type: Case Study

Article Details

How to Cite
G. Nandini Prabhu, & Meghana Salins. (2024). A Case Study on Human Activity Detection and Recognition. International Journal of Management, Technology and Social Sciences (IJMTS), 9(2), 135–148. https://doi.org/10.47992/IJMTS.2581.6012.0349

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