Most firms and companies focused on providing services are currently implementing internal marketing as one of their central management strategies. Elderly care facilities, however, are different from these other companies which provide services. One of the main reasons for this is that these elderly care facilities are usually operated based on national long-term care insurance. Therefore, those in charge of these facilities, in a large number of cases, have yet to become aware of the importance of internal marketing. For this and various other similar reasons, most existing research has been carried out based on the point of view of care workers, and research done specifically concerning marketing strategies is only rarely found. Hence, the aims of this research are three-fold: firstly, to introduce the concept of internal marketing into elderly care facilities; secondly, to determine several of the most important factors that influence and affect organizational commitment levels of care workers (or, in other words, the internal customers); and finally, to make use of the information gained from this research so as to create updated and improved management strategies for elderly care workers or elderly care facilities to use in the future. Several internal marketing factors were used for the purposes of this study. They included compensation fairness, meeting of working expectations, support for management personnel and better welfare benefits. The extent to which these factors had affected job stress and the organizational commitment level of workers was then observed. Several results then followed from this observation, as follows: firstly, the study showed that compensation fairness, which was one of the internal marketing factors, was determined not to have any great meaningful influence on job stress or on the organizational commitment levels of workers. Secondly, a negative correlation was observed between job stress and successful meeting of workers’ expectations; a similar negative correlation was noted between job stress and adequate support for management personnel. Thirdly, exhaustion, a factor which contributes strongly to job stress, was discovered in this study to be related to the meeting of workers’ expectations, the support of management personnel and the organizational commitment levels of workers. Additionally, conflicts arising within customer relationships were found to be related to both the meeting of workers’ expectations and, as well, to their organizational commitment levels. Therefore, the results of this study imply that unlike other service industries, compensation in terms of wages and welfare benefit programs does not have a significant effect on the organizational commitment levels of care workers. In fact, the results of the research showed that in elderly care facilities, fair compensation or benefit packages for care workers did not result in reduced job stress or increased organizational commitment. Instead, warm and gentle support from management personnel and the meeting of expectations of care workers can increase their organizational commitment level for workers in elderly care facilities. Namely, the thoughtfulness and expectations of considerate superiors was found to result in decreased job stress and the ability to commit to the organization. The academic value and contribution of this study are the determination through statistical analysis that unlike regular for-profit businesses, salary and compensation couldn’t satisfy care workers at elderly care facilities, and it can be said that more than anything, a management strategy suggested to elderly care facility operators should be a policy that allows for feelings of warmth and closeness.