Nowadays the problems of commitment and loyalty have become increasingly important. Loyalty is always considered in relation to a trade union (Gordon et al , 1980; Fullagar, Barling, 1989; Barling, Wade, Fullagar, 1990; Barling et al, 1992; Cohen, 1993; Parkes, Razavi, 2004), profession (employment, occupation) (Morrow, Wirth, 1989; Meyer, Allen, Smith, 1993; Cohen, 1999; Kibeom, Carswell, Allen, 2000), work (Morrow, 1983), career (Aryee, Chay, Chew, 1994; Blau, 1985, 1988, 1989; Adams, 1999), working team (Bishop, Scott, 1997; Bishop, Scott, Burroughs, 2000; Bishop et al, 2005), group (Cohen, 1999), quality (Kanter, Klein, 1996), leaders (Becker et al, 1996), organizational changes (Herscovitch, Meyer, 2002) and even other organizations (external organizational loyalty) (McElroy, Morrow, Laczniak, 2001). Recently the researchers of loyalty agree with that a person could be committed different work related fields and focuses. So a loyalty towards a job is better understandable when viewed in complex, e.g. as a profile of loyalty (Bishop, Scott, 1997; Kim, 1999). These focuses may include people, team, department (within organization), occupation, union, individual career (outside organization). Organization seeking achievement of a high level of organizational loyalty of employees should take all necessary measures to ensure that the management team has a high level of commitment to their subordinates. Job satisfaction can be defined as a positive (or negative) value judgment that one makes in relation to their work or the work situation (Weiss, 2002). On the other hand job satisfaction can be defined as pleasurable or positive emotional state resulting from the evaluation of the work or work experience (Naumann, Widmier, Jackson, 2000). Job satisfaction is different from loyalty because “loyalty emphasizes attachment to the organization ..., while job satisfaction emphasizes certain task environment where the employee performs his/her duties” (Mowday, Steers, Porter, 1979, p. 226). Job satisfaction is more situational variable while organizational loyalty is more stable (Naumann, Widmier,Jackson, 2000). Sometimes it is also distinguished both outer and inner contentment. It should be noted that the organizational loyalty associated with job satisfaction (Savery, Syme, 1996; Kim, 1999; Ben-Bakr, al-Shammari, 1994; Cramer, 1993; Aryee, Wyatt, 1991; DeConinck, Bachmann, 1994; Curry etc., 1986; Brown, Gaylor, 2001; Walumbwa et al, 2004; Bateman, Strasser, 1984; Byung, 2003; Barling, Wade, Fullagar, 1990; Cheng, Stockdale, 2003; McElroy, Morrow, 1995; Allen, Meyer, 1996; Meyer et al, 2002; Chan, 2001; Meyer, Allen, Smith, 1993; Luchak, Gellatly, 2001; Raja, Johns, Ntalianis, 2004; Mottaz, 1987; Wasti, 2003; Shaffer et al, 2001; Magura, 1999). It has been found that organizational communication loyalty is related to both external and internal job satisfaction (Herrbach, Mignonac, 2004; Jans, 1989; Benkhoff, 1997). Along with job satisfaction many researchers pay attention to other aspects of satisfaction. So Moody and his colleagues found that organizational loyalty is more strongly associated with full satisfaction with the organization than with other aspects of satisfaction (Mowday, Steers, Porter, 1979). Organizational loyalty is related to:

- Satisfaction with supervisor (Bishop, Scott, 1997; Wasti, 2003; Walumbwa et al, 2004);

- Satisfaction with leadership (McElroy, Morrow, 1995);

- Satisfaction with promotion (McElroy, Morrow, 1995; Wasti, 2003);

- Satisfaction with promotion opportunities (Curry et al, 1986);

- With career satisfaction (Aryee, Chay, Chew, 1994; Tansky, Cohen, 2001);

- Satisfaction with payment (McElroy, Morrow, 1995; Miceli, Mulvey, 2000);

- Satisfaction with the payment system (Miceli, Mulvey, 2000);

- Satisfaction with non-working activity (Shaffer et al, 2001);

- Satisfaction with life (Cohen, 1999).

Satisfaction and loyalty mutually influence each other. The effect of satisfaction on loyalty is much more than vice versa (Mottaz, 1987).

1. Fetiskin, Kozlov, Manuilov (2002). Socio-psychological diagnosis of personality development and small groups. Moscow, Publishing House of the Institute of Psychotherapy 2. Ladanov (1997). Psychology of market structures: Transformational leadership. M., "Perspective" 3. Rogov (1999). Handbook of Applied Psychologist. Book 2, Moscow 4. Randall D. M. , Fedor D. В. , Longnecker С.А. The behavioral expression of organizational commitment / / Journal of Vocational Behavior . - 1990 . - Vol . 36] 5. Kanungo RN Work Alienation. New York: Prager, 1982. P. 33-41. 6. Neuman GA, Wagner SH, and Christiansen ND The Relationship between Work - Team Personality Composition and the Job Performance of Team. Group and Organization Management. An International Journal. 1999. Vol. 24. № 1 ( March ), PP. 28-46. 7. Allen N.J., Meyer J.P. Construct Validation in Organizational Behavior Research: The Case of Organizational Commitment// Problems and Solutions in human assessment. Norwell, MA: Kluwer Academic Publishers, 2000., Kanungo RN Work Alienation. New York: Prager, 1982. P. 33-41. 8. Aranya N., Jacobson D. An empirical study of theories of organizational and occupational commitment / / Journal of Social Psychology. - 1975. - Vol. 97. P. 15-22. 9. Dunham,R.B. Organizational commitment: The utility of an integrative definition/ R.B. Dunham, J.A. Grube, M.B. Castaneda// Jurnal of Applied Psychology.-1994.-vol.79.-№3.- P. 370-380 10. Porter LW, Steers RM, Mowday RT, Boulian PV Organizational commitment, job satisfaction, and turnover among psychiatric technicians// Journal of Applied Psychology. 1974. Vol. 59. P. 603-609.