Design Management Constraints and Perceived Organizational Performance of the Department of Public Works and Highways

This study investigated the impact of design management constraints on perceived organizational performance within the Department of Public Works and Highways (DPWH) in Region X, Philippines. Despite adherence to ISO standards and established procedures, the DPWH continues to face operational challenges, particularly in design management. Using a descriptive-causal research design, the study surveyed 104 participants from regional and district engineering offices to assess the extent of design management constraints, their relationship with perceived performance, and to develop a corresponding statistical model. Results revealed that the most prominent constraints were delays in receiving infrastructure project lists and difficulties in acquiring survey and geotechnical data. Perceived organizational performance was rated above average, with design management leadership emerging as the strongest dimension. Pearson correlation analysis indicated no significant relationship between overall design management constraints and perceived performance. However, multiple regression analysis identified constraints in the preparation of detailed engineering designs and detailed unit price analyses as significant predictors of perceived performance. These two factors collectively accounted for 14.4% of the variance in performance ratings. Although the regression model exhibited weak explanatory power, the findings suggest that specific technical and cost-related design challenges influence organizational effectiveness more than general constraints. This highlights the need for improved data acquisition, coordination, and technical capacity in these areas. Further research is recommended to explore additional factors—such as leadership practices, digital integration, and resource availability—that may better explain variations in organizational performance in public infrastructure agencies like the DPWH.