Model 1: The results from regression analysis in Table 3 suggest
that the overall model was significant (R2=0,206; F: 7,465; p<
0,05). This means that 20.6% of the variance on affective
commitment was significantly explained by the independent
variables. Thus, the results supported H1. The relationship ofinternal marketing is most significant with the affective
dimension of organizational commitment [36]. The results show
that internal communication, rewards and cooperation-integration
have a significant positive impact on affective commitment.
Among three independent variables, communication is the most
important in explaining the variance on affective commitment: as
the highest beta (β) value is 0.214. The second-ranked variable
is rewards with beta (β) of 0.186. The third variable is
cooperation-integration with beta (β) of 0.150. Forming an
effective, regular and open to the creation of a communication
structure executives and employees and between employees, the
strategic use of financial and non-financial rewards for
employees' satisfaction and functional units (inter-functional)
cooperation and integration between the environment for the
creation of internal marketing practices, the organization's
purpose and employees‟ strong commitment to the values of their
type increases the affective commitment.