The purposes of this study were to assess the management of Resu lt Ori ented Performance Appraisal inrnOromia Regional State and to forward suggestions for its improvement. Management and subordinatesrnwere the two categories of the study groups. There are 699 staffs, out of which 23 1 respondents (50rnmanagement 18 1 subordi nates) were selected on the basis of pu rposive and random techniques.rnQuestionnaire and in terview were used as data co llection instruments. Moreover, the data obta ined werernanalyzed by employing statistical tool s such as: percentage, mean, variance, spearman's rank orderrncorrelation coeffic ient, t-test and chi-sq uare. FCSC's and OCSC's guidelines (1997) were documents uprnon which the study was based.rnThe resu lt of the study indicated that, individual /performance/ objectives were loosely related tornorganizational strategic objectives. On the other hand, performance objectives were derived fromrnorgan izational annual plan, as well as appraisers and appraisees agreed on the obj ectives. With regard tornmanagement's capacity, the findings revealed that, due to inadequate training on ROPA techniques, mostrnmanagers lack the required sk ills to design and implement the system. Concerni ng the expected benefits ofrnROPA, the fin dings of the study indicated that, promotion to hi gher position, sa lary increment, rewardingrnthe best performer, identifying training need and opp0l1unities were expected as the res ult ofrnimplementing ROPA. But none of these were practical. With regard to criteria and standards, the studyrnshowed that, both cr iteria and standards were estab li shed . Besides, performance was assessed on the basisrnof pre-establi shed sta ndards. However, there was drawback in developing Specific, realisti c, resu lt basedrncriteri a and standards. Furthermore, incompetence of management (appraisers) to develop objectivernstandards and measures, emphasis only on results, lack of clarity of purposes, lack of commitment of toprnmanagement, resista nce from employees and absence of system of accountability were among the seriousrnproblems identified by the study.rnFinal ly, integrati ng individ ual objectives with organi zat ional strategic objectives, building capacity ofrnmanagement body and employees through training, and continuous communication, encouragingrninvolvement of employees in ROPA plan, estab lishing and im plementing monitoring and feedback systemrnwere suggested. Furthermore, providing performance based rewards, designing and implementin g specificrnand relevant criter ia and standa rds as well as deve loping a system of accountabi lity are indispensable forrnthe sustai nab ility of ROPA system in the region.