Due to the changes in the industrial environment, such as the breakdown of bubble economy since 1990s and accordingly the long-term depression and the stagnant outcomes of companies, etc., Under such situations, various kinds of reforms of the overall administration system have continuously been implemented in the Japanese automobile industry in order to recover its profitability. The representative reforms are the performance-base human resource management and compensation systems. On the other hand, some movements for revising the compensation system even in the Korean automobile industry also appeared at the same time. While the employees and management of K company agreed to introduce the weekly continuous two-shift system through collective bargaining in 2005 and agreed to implement the monthly salary system for blue workers through collective bargaining in 2006 and 2008, the conservation level and method of compensation items and the change into the monthly salary system and so forth that are connected to the shortening of the labor hours have appeared as the hot issues between the employees and the management. In this thesis, it is intended to examine the directions of the responses to the changes in the social structures including the intensification of competition due to globalization, technological innovation and aging of population and so on in the Korean and Japanese automobile industries since 2000s by examining how the compensation systems change under the changing environments and by analyzing the trend of revisions of the compensation systems.