In this paper we report results from an investigation of the relationship between a positive inter-personal work climate, termed civility climate, and hospital care performance. We extend the extant literature by (1) using both employees’ and patients’ self-reported care performance as outcome measures, and (2) analyzing intermediate mechanisms through which civility climate contributes to care performance (i.e., error orientation and collective potency). The study sample comprised Veterans Health Administration (VHA) hospitals located in the United States in 2011. We obtained data from three different surveys to measure our independent and dependent variables. The final sample consisted of 135 VHA inpatient acute care hospital facilities. We developed and empirically tested a theoretical model using a regression modeling approach. Results indicate that the link between civility climate and employees’ perceptions of care perfor-mance is mediated by error orientation and collective potency. Both error orientation and collec-tive potency are associated with higher employees’ perceptions of care performance, to a similar extent. With regard to the patients’ perceptions of care performance, the analyses revealed a di-rect effect of civility climate as well as an indirect effect as mediated through employees’ percep-tions of care. Accordingly, our findings suggest that hospitals and possibly other healthcare organizations should strive to develop a strong civility climate for assuring high care performance as perceived by employees and patients.