Further Validation of the Humor Styles Questionnaire in Mainland China

Authors

  • Yashi Liu
  • Xu Zhang
  • Chenbin Xie
  • Guohai Chen

DOI:

https://doi.org/10.37420/j.rbcs.2026.001

Keywords:

Humor Styles Questionnaire, Validation, Mainland China

Abstract

The aim of the present research is to further validate the Humor Styles Questionnaire in Mainland China. Two studies were conducted on the basis of preliminary results of Chen and Martin (2007). In Study One, a pool of 53 items of the Humor Styles Questionnaire (HSQ) was administered to 156 university students and 114 university teachers. The results of item analysis and exploratory factor analysis supported the four-factor model of the HSQ. 25 items were retained for the HSQ. The results of confirmatory factor analysis using a sample of 388 university teachers with the HSQ indicated a good data fit to the model. In Study Two, the HSQ and other measures (such as Big-Five personality, attachment and depression, positive/negative emotion, and job satisfaction) were administered to several different Chinese samples, respectively. The correlations between the four HSQ factors and other measures supported the hypothesis that affiliative and self-enhancing humor were potentially beneficial, while aggressive and self-defeating humor were potentially maladaptive. Overall, the research supports the validity and reliability of the 25-item Chinese HSQ in mainland China.

Author Biographies

Yashi Liu

Bachelor student, Ou-ya International College, Henan University, Zhengzhou, P.R. China

Xu Zhang

Lecture, School of Management, Guangzhou Institute of Science and Technology, Guangzhou, P.R. China

Chenbin Xie

Master student, Computer Science, Universiti Kebangsaan Malaysia, Kuala Lumpur, Malaysia

Guohai Chen

Professor, School of Business, Guangdong University of Foreign Studies, Guangzhou, P.R. China

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Published

2026-04-18

How to Cite

Liu, Y., Zhang, X., Xie, C., & Chen, G. (2026). Further Validation of the Humor Styles Questionnaire in Mainland China. Regional Business and Culture Studies, 2(1). https://doi.org/10.37420/j.rbcs.2026.001

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