Personal and job resources and motivational variables can have great effects on work-related well-being and the psychological and physical health of workers. From this point of view, the job demands–resources (JD-R) theory emerged to explain the relationship between work environment structure and work-related well-being through two main paths. The first path includes job demands, which requires sustained psychological and physical efforts for the psychological, physical, social and organisational aspects; and the second path includes job resources, such as those psychological, physical, social and organisational aspects that allow achievement of work goals, development of personal growth and reduction of the cost of job demands. Subsequently, personal resources were included; these include people's beliefs about their control over their environment and their impact on work engagement, within a profit spiral along with job resources. Several studies have investigated the implications of job resources (e.g. transformational leadership (TFL)) on personal resources (e.g. vigour at work and physical activity) and motivational variables (e.g. work engagement) and their effects on workers’ health. Nevertheless, a person-centred approach based on a combination of vigour at work, physical activity and work engagement could help to better understand the joint effects of these variables on workers’ profiles. This novel approach, which has practical implications, involves analysis and identification of profiles or subgroups based on the levels of personal resources and motivational variables shared in that subgroup. Thus, in this study, we aimed to group employees based on their shared characteristics and to analyse the connections of these characteristics to health, following the positive path of JD-R theory.