I am an advocate of making work fun, and this New York Times piece is a good primer on the movement:
Despite the sobering economic shocks of recent years, the Fun at Work movement seems irrepressible. Major companies boast of employing Chief Fun Officers or Happiness Engineers; corporations call upon a burgeoning industry of happiness consultants, who’ll construct a Gross Happiness Index for your workplace, then advise you on ways to boost it. (Each week, Warby Parker asks “everyone to tell their happiness rating on a scale of zero to 10,” Mr. Blumenthal explained.)
Countless self-help bloggers offer tips for generating cheer among the cubicles (“Buy donuts for everyone”; “Hang movie posters on your walls, with employees’ faces replacing those of the real movie stars”). It’s all shudderingly reminiscent of David Brent, Ricky Gervais’s wince-inducing character from the British version of “The Office”; or of the owner of the nuclear power plant in “The Simpsons” who considers distracting attention from the risk of lethal meltdowns by holding Funny Hat Days.
However, I appreciated reading conflicting evidence as well:
The attempt to impose happiness is self-sabotaging. Psychologists have shown that positive-thinking affirmations make people with low self-esteem feel worse; that patients with panic disorders can become more anxious when they try to relax; and that an ability to experience negative emotions, rather than struggling to exclude them, is crucial for mental health.