This study uses a quantitative analysis to investigate the connection between the talent management (TM) mechanism and work engagement with a perceived moderating effect of the self-perceived talent status on work engagement. Using responses from 471 respondents in six Japanese firms, I propose and test hypotheses regarding the TM mechanism, work engagement and the moderating role of the self-perceived talent status between the TM mechanism and work engagement. The results demonstrate that the TM mechanism and the self-perceived talent status have mutually exclusive and positive effects on work engagement. This finding corroborates the previous studies that employed exclusive and inclusive approaches. However, this study failed to find any concrete evidence that supports the moderating role of the self-perceived talent status.