焦點承諾（Commitment to specific constituency）是一項較新的概念，而關於 焦點承諾的研究也較少。中國人對別人的責任和義務通常會因親疏遠近而有所不同，對較親 近的人或團體，中國人會有更強的責任和義務感。從焦點承諾與組織承諾的角度來看，中國 員工很可能先對與自己工作有密切關係或交往的其他組織成員和團體建立強烈的承諾感，然 後才慢慢地擴展到對整個組織承諾。因此，焦點承諾的意義對中國員工的工作態度及行為而 言，可能比組織承諾更具影響力。本研究對新竹科學園區及工業技術研究院進行一對一的問 卷調查，共發出 105 份問卷。 結果顯示對大老闆的承諾與組織承諾的關係最強（ r ＝.59 ）， 而對部屬的承諾與組織承諾的關係則最弱（ r ＝.35 ），對主管的承諾與組織承諾間 的關係則介於兩者之間（ r ＝.43 ）。 此外，由本研究所設定的五個雀巢式模型的結果， 從Δ X �揪瑰邥w看出，最後被接受的模型五是包含了主管的承諾對督導的滿意， 及部屬的 承諾對社交的滿意有直接而非僅有間接的影響。最後，我們討論了本研究對後續研究的啟示 。

　　　　　Although there has been a lot of studies on organizational commitment both in western countries and Taiwan, the concept of commitment towards specific constituencies has received relatively few research attention. Chinese scholars have argued that commitment towards specific persons may be an important concept and Chinese usually have stronger sense of responsibilities and obligations towards those who have closer relationship with them. It is very possible that Chinese employees will develop commitment to other employees first before they build up strong commitment towards their organization. As an exploratory effort, a sample of 105 employees in the Science Park in Taiwan were contacted personally and invited to complete a questionnaire. Results indicate that the correlation between organizational commitment and commitment towards top managers is the strongest (r=.59), while it is weakest with commitment towards subordinates (r=.43). Using nested model testing, it appears that commitment towards supervisors will have direct effect on satisfaction with supervision, while commitment towards subordinates will have direct effect on social satisfaction. Implications for future research are discussed.